PROBLEM: Our practice group has no business development budget.
RESPONSE: Of course it does. You’re already spending money on business development at one or more ends of the spectrum. You simply need to collect that data and find out what you’re already spending. That’s your budget.
RESULT: Getting a hold on your current actual spending will allow you to focus resources where they will clearly do the most good.
FOCUS THE SPEND!
PROBLEM: Our firm has great attorneys but our revenue is flat.
RESPONSE: Organize and attack. Indoctrinate the lawyers in a basic Business Development truism: that clients and prospects don’t care about how great the attorneys are. They assume that to be the case. They care about what those great attorneys can do for them.
RESULT: The effect of such and enhanced client service mentality will — not only unearth new prospects — but develop mew business from existing clients.
PROBLEM: “Our firm has no business development pipeline.”
RESPONSE: Don’t let this cause paralysis. Take a tough, hard look at where clients fell by the wayside, what results are speeches and articles bringing, and are your lawyers really cross marketing, and direct marketing?
RESULT: This type of crisis should spell OPPORTUNITY. Take your assessment and ensure that your attorneys and marketing professionals jump into the Business Development fray with a series of specific 3 month action plans.
GET FACE-TO-FACE!
PROBLEM: I just lost my largest client.
RESPONSE: Manage your speakers, greeters, authors, communicators, trainers, marketers, etc.
RESULT: Properly assigned with concretely defined roles, the firm’s staff will become a kind of conveyor belt, with all their designated tasks funneling toward the actual sales moment. The pipeline thereby remains engineered to support the one final moment – closing new business – that justifies its existence in the first place. BUILD THAT BUSINESS DEVELOPMENT PIPELINE!
3 More Business Development Best Practices
Finishing this series on the top “best practices” for new business development:
7. Position your firm to be ahead of economic and industry trends. And make sure the proposals and pitches build this knowledge into every client contact.
8. Guide decisions on underperforming activities. Have the courage to analyze, abandon them, or improve the approach. But do look closely at success/investment.
9. Double your efforts to respond to and overcome inhibitors to new business development. In too many firms, compensation, individual capability and discipline, operational structure and reporting block incentivizing the professionals.
If you have other best practices, please add them at www.closersgroup.com/blog.
Yes, these best practices for new business really do work.
4. regularly review unsuccessful business development efforts in regularly scheduled “post mortem” meetings. At the same time examine and validate the steps that have led to successful new business acquisition.
5. Fortify the business development program with targeting and pursuit efforts by specific practice groups, niche groups, offices and individuals. Take one step at a time and concentrate on those attorney marketing individuals who really want to develop new business.
6. Assure that your talent/skills building sessions are practical and tactical. Theory rarely motivates your marketers.
More next time.
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Is Your Cup Full of Business Development Best Practices?
We are often asked by firm managing partners and marketing partners if there really are “best practices” for business development. The next few posts will identify those we think have the greatest impact on growing your firm’s new business.
1. Energize partner-leaders for each target that practitioners have stored in the back of their minds. They often identify them as “low hanging fruit.” You need to get them out there picking it.
2. Set and manage timelines for each step toward the final closing. Step by step planning now will often get you to the target faster than hit or miss.
3. Lead strategy debates before investing in rfp responses or initiating new contacts. Go-or-no-go decision making takes a closer look at the opportunity and prevents the waste of time and expense.
More next time.
The Final 4 – What Those 34 Attorneys Really Said About Marketing
Just as the NCAA finals are tonight, and a winner will be declared, so too are we presenting the final 4 reasons attorneys have given us for not marketing. If you want the entire 34, go to www.closersgroup.com/blog.
31. There is no firm support or encouragement for me to write articles or give speeches. — So get off your seat and write and speak yourself. Publications and organizations are always looking for content. Just ask.
32. We don’t do well in competitive pitches. — Ever done post mortems? Ever practiced before pitching? Ever ask the prospect what you could have done better? Ever looked at your pitch from the client’s perspective?
33. I don’t have time to learn about my future client’s businesses, products, long range plans, etc. — Then don’t expect to keep that client.
34. Here’s my favorite reason for not marketing — “Help!” – At least this attorney was being honest and my job is to identify what can be done internally and how we can help as well.
If you have heard other comments on why they won’t or don’t market, please let me know. I’ll add them into our new workshop.
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Part V. – Did 34 Attorneys Really Say That About Business Development?
Based on the readership of this series, which is not yet finished, we will be developing a keynote and workshop on these topics. Stay tuned.
26. I can never find copies of past proposals or learn what worked or what didn’t work. — If this is true, the firm needs not only a proposal organization series, but a post-mortem on every pitch, whether a dinner meeting or full rfp.
27. My client’s business keeps changing and I don’t keep up. — notice this attorney said “I don’t keep up” and did not say ‘I won’t keep up.” It’s all about building and keeping that relationship active.
28. I’ve been asked to join a pro bono, non-profit Board of Directors; why bother? — First, contributing your community is important. And as a bonus, if there are executives and GC’s also on the board, it is a great place to build your contact base and long-term pipeline.
29. We chase too many leads without a strategic review of the business opportunities. — this is frequently managed by practice group leaders, partners-in-charge of offices, and a firm marketing committee. Bottom line, there should always be a “go/no-go” decision making process in place. Chasing the wind helps no one.
30. We should be more active in industry associations where we do lot’s of client work. But how do I keep up with their meetings, programs, etc.? — remember that old marketing bromide, GO WHERE THEY GO, KNOW WHO THEY KNOW, READ WHAT THEY READ.
And wait until you read the next and final 4 reasons for not marketing.
5 More Quotes on Why Attorneys Won’t Do Business Development
In the last 4 posts, we’ve listed 20 quotes from lawyers on why they won’t, don’t, or can’t develop new business. The next 5 don’t get any better.
21. Honestly, I don’t know how to begin. — this lawyer had been practicing for 10 years; do I need to say more?
22. I failed on one proposal before; why try again. — What a future this one has!
23. I can’t do it but I’ll hire someone. — A few firms have had success adding professional business sales executives.
24. If I can’t figure out what my current client needs, how can I sell her more work? — change professions.
25. There’s no time to send an article to my clients. — One of the major problems we find in our business development coaching and advising programs, is that all-too many attorneys do not have or do not update a contact list. It can become the easiest way in the world to stay in touch 3-4 times a year with clients, prospects, contacts and colleagues. Once in place, it takes literally 5 minutes to send.
We’re getting closer to the 34th excuse for not marketing. Anyone want to guess what it is?