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What She Said – Putting Testimonials to Work

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Client Retention, Content Marketing, Conversion Rate Optimization, Email Marketing, Law Firm Leadership, Law Firm Marketing, Marketing for Law Firms.

One way to establish trust in the early phases of the business development process is applying “what she said”, or, putting testimonials to work on your firm’s behalf.

Many firms pitch every chance they get, polishing proposal after proposal. Yet they continue struggling to win new business. When asked, most prospects and clients say the “no’s” are due to a lack of trust.
Testimonials are the forms of validation that tell prospective clients that others have trusted and hired your firm. This endorsement is especially helpful if someone has stumbled upon you from an online search. Why would they consider you over the next firm that popped up?

Here’s an example of the power of a well written testimonial. “Marcia Colman is a consummate professional who consistently provides me with excellent legal representation. Marcia’s work ethic, attention to detail and overall sense of urgency is hard to find. She also has an extensive network of arbitrators, financial and tax colleagues to lean on, which I found extremely helpful. Marcia is always available to provide great advice and counsel.”

The first step in obtaining testimonials is recognizing the variety of ways to get them. (Adapted from Kissmetrics)

FACEBOOK REVIEWS

SEND A CLIENT SURVEY

SEND AN EMAIL

PUT YOUR TESTIMONIALS IN ONE PLACE

THE DARK SIDE OF REVIEWS

Contact Closers Group for details on these 5 tactics to enhance testimonials.

Dancing With The Stars and Client Retention

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Client Retention, Content Marketing, Conversion Rate Optimization, Email Marketing, Law Firm Marketing, Marketing for Law Firms, Marketing Partners.

Which of the four personality types are you trying to tango with?

For those focused on accelerating new business and client retention, Dancing With the Stars, “Which of the four personality types are you trying to tango with” offers an important lesson: the hard work you put in during rehearsal is every bit as important as your time spent dancing in front of the camera.

There is nothing more important than your ability to talk, listen, look at, express, laugh, be serious, and connect with your client. Each client, depending upon his or her personality type, will respond to you according to how they process information. Just like a couple who moves across the dance floor as one, the words and how they are delivered by you during a meeting or encounter will make a difference in your business development outcome.

In general, most clients will fall under four personality types. Think about a few of them now. Can you categorize any of them into one of the following personality types? If so, here are some tips on how to communicate more effectively:

1. The Socializers

The socializer is the easiest group to communicate with. They’re fun, talkative, and gregarious. They’re OK if you’re busy or late. They’ll put you in a good mood. They are open-minded. They will accept unanticipated changes. They have lots of friends and want you as one also. For case presentation or to present a new idea to them, just be earnest and friendly and tell them what they need.

2. The Drivers

The drivers can be intimidating, but they are the second easiest group to accept your recommendations.
They’re all about business, being on time, being productive, and getting it right the first time. They don’t care if you’re their friend. They want you to be competent and professional. Every spare minute is important to them. Multi-taskers, they could be texting while you are getting settled into the meeting! Be confident and present. Don’t give them options. Your conversations should be: “This is what we need to do….and why….”

3. The Realtors

This group is more challenging. They are warm, gentle and considerate clients. They do not make quick decisions. They need to talk about your recommendations, think it over. They need time. Don’t be sensitive or upset that you don’t get the quick “yes”. You’ll wonder, perhaps, what you did wrong if they don’t say “yes” right away. These aren’t first-day-decision clients. If you have a “realtor” as a client be sure that you focus on:

  • Discussing how many times you’ve been successful with the specific matter you’re talking about
  • Presenting examples
  • Being clear and thorough during your presentation

“Realtors” just need more time to think. Hang in there.

4. The Thinkers

Just like the name implies, the Thinkers like to think it over. They are courteous, respectful, and inquisitive. They want you to be professional and informed. They don’t like changes. They might ask you for a detailed accounting of their matter and why. Making a presentation to a “thinker” is like presenting to a colleague. Know your stuff! Be detailed and to the point.

 

Dancing with the Stars and Client Retention

Remember, when it comes to attorney marketing, your clients (and potential ones) are both the audience and the judges. The more you prepare the better your performance will be.

 

 

Harvest More New Business From Your Top Clients

Written by Allan Colman on . Posted in Allan Colman, Asking for Business, Business Development, Client Retention, Content Marketing, Conversion Rate Optimization, Email Marketing, Law Firm Marketing, Marketing Partners, Online Marketing.

Guest Blog from Valerie Goodman

Harvest the Cream of the Crop

Wouldn’t it be nice if you could have 80% of your entire new business income derive from 20% of your top clients — the “Cream of The Crop” clients?

When you dedicate yourself to harvesting more from your Cream of the Crop” clients you will:
1. Enjoy your work more and earn more while doing it.
2. Be busy every day working with clients whom you enjoy, clients you trust and who trust you in return.
3. Have clients who will refer more business to you.

Here’s how to identify your Cream of The Crop clients and ask for referrals:
 Select 15, 25 or 45 of your top clients, whatever number is appropriate.
These are the ones that you would like to clone if you could, so your firm would be full of clients like them.
 The next time any one of these clients sees you step up the quality of your service. Make the meeting so unexpectedly amazing and positive they’ll be extremely appreciative of your attention, remember you, and be more professionally dedicated to you. This experience begins in the reception room.
 At the start of each meeting ask him or her about significant events that have happened. To make sure you have fuel for this conversation, make it a habit to write down something new about each client after EVERY visit or every time you speak with him. Make the effort to build rapport. Without this, you will not be able to develop any referral systems.
 When you are ready to ask for a referral, send a letter to each client on your “Cream of The Crop” list or TELL THEM PERSONALLY he or she is your ideal client and you would like more clients just like them. You might be surprised how many clients aren’t really aware that you’re accepting new clients.
In a recent Closers Group Client Retention Survey one of the questions was “What percentage of your attorneys ask their clients for referrals?”

75% of the marketing professionals said “NONE.”
10 % of the attorneys said none.
What does this tell you about a huge lost opportunity?

Harvesting more from your Cream of the Crop clients doesn’t happen overnight. They won’t become your greatest fans if you are hit and miss with your efforts. You will need to keep up the momentum, the energy and your follow-through 100% of the time. Do this and a bumper crop may be happening in your not-so-distant future!

 

Are Hamsters Running Your New Business Strategic Planning ?

Written by Allan Colman on . Posted in Allan Colman, Business Development, Business Strategy, Client Retention, Content Marketing, Conversion Rate Optimization, Marketing for Law Firms.

New business strategic planning is the process by which an organization’s leaders define and implement the plan needed to achieve the firm’s fundamental purpose — successfully solving problems and preventing them in the future. The output is a set of high level objectives [we identify them as “critical improvement areas” per 36ixty] and initiatives/specific actions to achieve these objectives.

In other words, turn strategy into action. And since most strategic plans sit on a shelf, gathering dust, we propose starting out with a ONE PAGE STRATEGIC PLAN – yes, one page. State the purpose, identify the anticipated profit, set the priorities, measure the performance and track the progress. Insure that firm members all understand what is happening, anticipate how their roles are critical to success, and build it into your firm’s/company’s culture.

Why Do Senior Partners Resist an Exit Strategy?

Written by Allan Colman on . Posted in Allan Colman, Client Retention, Law Firm Leadership, Leadership, Managing Partners, Marketing Partners, Practice Group Leaders.

Why Do Senior Partners Resist an Exit Strategy?
From Thomson Reuters Legal Solutions Blog, August 20, 2015

When asked what major problems they face, we often hear Managing Partners say “senior attorneys. They want to hold on to their clients and not share origination or management credits.” The potential loss of revenue is significant. Failure to deal with this is a common million dollar blind spot for the typical law firm.

Often, these near-retirement lawyers are producing less and taking more.

What has been your experience?

read more

Senior Partner Exit Strategy – Will They Cooperate ?

Written by Allan Colman on . Posted in Allan Colman, Client Retention, Law Firm Leadership, Law Firm Marketing, Managing Partners. 1 Comment on Senior Partner Exit Strategy – Will They Cooperate ?

SENIOR PARTNER EXIT STRATEGY – Will They Cooperate?

Most law firms find it uncomfortable to tackle the task of planning and documenting an exit strategy for senior partners. The basic action is simple – determine what that partner should:

• Do more of;
• Do less of;
• Start doing;
• Stop doing?

And with each question, who should they be doing it with in order to insure client continuation?

Assuming the senior partner is cooperating and has been part of the firm’s culture of building future leaders, look toward continuing an “enduring competitive advantage.”
Is there a next level of growth that can be included in the client continuation plan? Are there changes or trade-offs needed to transition the client and their engagements? If there a risk the client might cancel the relationship, what immediate actions should be undertaken?

In the past, one of our clients was working hard to receive a judicial appointment from that state’s governor. In a brainstorming session to determine the best way to plan for his departure, I felt there was a great risk to the partner’s clients hearing about this effort through word of mouth.

A contact strategy was quickly established. Both the senior partner and the primary attorney working on each engagement were present on the calls or meetings held. A surprising side benefit resulted when numerous clients not only wanted to stay with the firm, but volunteered to contact the governor and push the nomination.

This certainly demonstrates the importance of constantly reinforcing client relationships. It equally applies to the other firm attorneys working with each client and their own need to build counterpart relationships. Their primary contacts are that client’s future gatekeepers. They too should be building that enduring competitive advantage.

As assertive and engaging as the transitioning efforts are, we find one critical area is often neglected – referral sources. Experienced lawyers often develop a range of referral sources who have led them to new relationships and new clients. In turn, the attorney has served as a referral source for them. Make sure these are identified and nurtured in the client continuation plan.

To make this all work, our recommendation is a simple OPSP, One Page Strategic Plan for each client including: focus; key objective; initiative timing, key progress indicators; and scheduled reporting to firm management. One protagonist must be charged with making this happen. A member of the firm’s executive committee should be best equipped to insure the success of client continuation.

Are Your GC's Cuting Costs?

Written by Allan Colman on . Posted in Attorney Marketing, Business Development, Client Retention, Law Firm Leadership, Managing Partners, Marketing for Law Firms, Marketing Partners, Practice Group Leaders.

According to a recent survey by WIPL Network and Global Legal Post, General Counsel are concentrating more on cutting costs, being business advisors and cybersecurity. As reported by Rich Steeves, the GC role is expanding. Are your firm’s client relationship partners making sure their services fit in with these relationship-building clues?

Prospecting With Your Clients

Written by Allan Colman on . Posted in Asking for Business, Attorney Marketing, Client Retention, Marketing for Law Firms.

If you have become your client’s trusted advisor and have established the good will that comes from successful business relationship, they will return the favor when you ask for referrals by introducing you to other clients. The good will and solid relationships that they have will work in your favor. It will provide you with the opportunity to make their clients your prospects.

Put Your Clients to Work in Business Development

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Client Retention.

A great business development tactic we recommend is to introduce your clients/prospects to your firm’s other clients. Another great tactic: ask you clients to introduce you to their other business unit executives, suppliers, supporters, advisors, and the individuals they go to as experts.

In other words, in order to meet new prospects and develop new client relationships, work with your clients to “host” meetings with non-competing and complementary prospects.

More in our next column on building successful business development relationships.