BEST MARKETING PRACTICES FOR SMALLER AND MID-SIZE LAW FIRMS

Transcription

1 Association of Legal Administrators Northern Virginia Chapter BEST MARKETING PRACTICES FOR SMALLER AND MID-SIZE LAW FIRMS John Remsen, Jr. President TheRemsenGroup October 17, 2012 Falls Church, Virginia 727 Kirkwood Avenue - Atlanta, GA

2 BIOGRAPHICAL PROFILE John Remsen, Jr., President John Remsen, Jr. is widely recognized as one of the country s leading authorities on law firm leadership, management, marketing and business development. After serving as in-house marketing director at two major law firms, John formed TheRemsenGroup, a consulting firm that works exclusively with law firms to help them develop and implement long-term strategic objectives to improve cohesiveness, performance and profitability. Since 1997, he has worked with over 225 law firms and thousands of lawyers. Most of his clients are mid-size commercial law firms, ranging in size from 15 to 200 lawyers. John is a frequent speaker and author on law firm leadership and marketing topics. He has spoken at national and regional conferences of the Legal Marketing Association, the Association of Legal Administrators, American Bar Association and numerous state and local Bar associations. His articles have appeared in such well-respected publications as ABA Journal, Asian Lawyer, Florida Bar News, For the Defense, Law Practice Management, Law Practice Today, Lawyers Weekly, Legal Management, Marketing for Lawyers, Marketing the Law Firm, Managing Partner, New York Law Journal, Rainmaker s Review and Wisconsin Lawyer. John has served on the national Board of Directors of the Legal Marketing Association (LMA) and was President of its Southeastern chapter for three years. Under his leadership, the Chapter was recognized as LMA s Chapter of the Year in In addition, he was Executive Editor of Strategies, LMA s monthly newsletter. He also served on The Florida Bar s Standing Committee on Advertising for six years and was the only non-lawyer appointed to serve on its 2004 Advertising Task Force. In 2007, John was appointed to serve as a core member of the ABA s Law Practice Management Section. In 2008, he was appointed to serve on the ABA s Education Board. Since then, he has contributed numerous articles to various ABA publications and has been a featured speaker at many ABA meetings and conferences. Since 2001, TheRemsenGroup has organized and presented The Managing Partner Forum ( an unsurpassed networking and learning opportunity for law firm leaders. More than 725 law firm leaders from 600 law firms in 32 states have participated in 20 leadership conferences. Designed exclusively for law firm managing partners, the Forum has expanded from its original geographic base in Florida to such major legal marketplaces as Atlanta, Boston, Chicago, Dallas, Houston and St. Louis. A native of West Palm Beach, Florida, John holds an MBA degree from The University of Virginia (1985) and a Bachelor s degree in Business Administration from the University of Florida (1980). Prior to attending graduate school, John served as Executive Director of The Florida Council of 100, an organization consisting of Florida s top CEOs and business leaders. March Kirkwood Avenue - Atlanta, GA

3 Best Marketing Practices for Smaller and Mid-size Law Firms John Remsen, Jr. - TheRemsenGroup BEST MARKETING PRACTICES FOR SMALLER AND MID-SIZE LAW FIRMS John Remsen, Jr. President TheRemsenGroup Today s Session Client Feedback Programs Industry Practice Groups Individual Business Development Plans ASK QUESTIONS PLEASE, ASK QUESTIONS 2012, TheRemsenGroup 1

4 Best Marketing Practices for Smaller and Mid-size Law Firms John Remsen, Jr. - TheRemsenGroup CLIENT FEEDBACK PROGRAMS Dangerous Assumptions Partner-in-charge says we re doing a great job. Clients will tell us when we screw up. We re the only law firm they use in. Clients are too busy to meet with us. Clients will see right through our thinly-veiled intentions. Client Feedback Programs One-Time Survey of All Clients Post Engagement Questionnaires Client Site Visits Partners Client Satisfaction Visit Managing Partner Formal Client Audit Independent third party 2012, TheRemsenGroup 2

5 Best Marketing Practices for Smaller and Mid-size Law Firms John Remsen, Jr. - TheRemsenGroup Overcoming Objections Firm clients or individual lawyers clients? Tell partners about the ACC Value Challenge Determine clear goals and objectives Establish the games rules upfront and stick to them Start with the easy ones Don t bite off more than you can chew INDUSTRY PRACTICE GROUPS Why Industry Practice Groups? Clients want and look for industry expertise Clearly defines the firm s target audience(s) Encourages sharing and teamwork among lawyers Promotes cross-selling within the firm Helps coordinate marketing activities among lawyers Establishes forum for monitoring and accountability 2012, TheRemsenGroup 3

6 Best Marketing Practices for Smaller and Mid-size Law Firms John Remsen, Jr. - TheRemsenGroup Keys to Successful IPGs K.I.S.S. - Start with IPG Worksheet Strong and committed group leaders Regularly scheduled meetings, with notes Creative, industry-focused collateral material Active participation in industry trade associations INDIVIDUAL ATTORNEY BUSINESS DEVELOPMENT PLANS Why Individual Plans? Client hire lawyers, not law firms Book of business = control of your future Make more money and have more clout in firm Focus lawyer attention on meaningful activities Share lawyer intentions with others Implementation improves dramatically Establish accountability for non-billable time 2012, TheRemsenGroup 4

7 Best Marketing Practices for Smaller and Mid-size Law Firms John Remsen, Jr. - TheRemsenGroup Keys to Successful Implementation Strongly encourage plans, but keep it voluntary Appoint a marketing czar at your firm Provide an outline for lawyers to follow Conduct regularly scheduled meetings with notes Provide coaching and training to participating lawyers Track non-billable time invested in marketing Provide rewards and incentives for effort Additional Resources TheRemsenGroup.com ManagingPartnerForum.org DavidMaister.com LawMarketing.com LegalMarketing.org Contact Information JRemsen@TheRemsenGroup.com Phone: Mail: 727 Kirkwood Avenue Atlanta, GA , TheRemsenGroup 5

8 TODAY S BEST MARKETING PRACTICE? SOLICIT AND RESPOND TO CLIENT FEEDBACK By John L. Remsen, Jr. Often, I am asked my opinion about the single most effective marketing strategy a law firm can implement. And the more involved I become in the business of marketing legal services, the more certain I am in my reply. Without exception, the answer is, Ask your clients for feedback and respond to what they say. It s just that simple. Why do I feel so strongly? Well, consider the following.. Soliciting and responding to client feedback works for law firms of all types and sizes - from a sole practitioner struggling to establish a personal injury practice to a large, commercial firm with multi-office locations It focuses directly on existing clients who are by far your firm s number one source of future business, no matter what kind of law your firm practices. If your law firm has a consumer-oriented practice, consider the findings of a 1997 study conducted for The Florida Bar on how people find and choose their lawyers. It found that 3 in 4 individuals found his/her lawyer through the recommendation of a friend or relative. In most cases, that friend or relative refers an attorney with whom he/she had a positive prior experience. If your firm has a commercial practice, chances are that over 85% of next year s business will come directly from current clients. Current clients will also refer about half of next year s new clients. Client feedback programs can be implemented in a wide variety of ways from a casual, laid-back approach to a very in-depth, formal methodology. We ll discuss some of them later in the article. They can be introduced and conducted at the firm, practice group, and/or individual attorney level and methodologies can be blended together so that clients are able to provide feedback in several ways. Most important of all, soliciting and responding to client feedback will make your firm s lawyers and staff much more focused on client satisfaction and client loyalty. Many firms mistakenly assume that clients will automatically speak up when they ve got a complaint. Not so. All too often, the client just goes away without saying a word. I m sure you can think of at least one example where that may have happened recently at your law firm. 655 Sherwood Road NE - Atlanta, GA FAX: TheRemsenGroup.com

9 Today s Best Marketing Practice? Legal Management Magazine Page 2 Therefore, it is critical to ask clients for their feedback. In so doing, you will begin to create a rapport with clients that makes them feel comfortable to raise valid concerns and constructive criticism. It gives the firm the opportunity to improve client satisfaction and build stronger and more loyal client relationships in the long term. By the way, study after study tells us that clients (both sophisticated and unsophisticated) evaluate the quality of the legal services they receive in terms of service-related criteria, not quality work product. another strong reason why your firm should be listening to what your clients have to say. It shows you care. Introducing a Client Feedback Program at Your Firm The key to introducing a client feedback program is to find the right approach that will work for your firm given its practice, its goals, and its unique firm culture. I have outlined below the types of client feedback programs that I often recommend, starting with the more formal and in-depth approaches. Think about which one might work at your firm. If you already have a client feedback program, there might be additional ways to let clients know that you care about what they think. In-person Client Surveys A series of formal, face-to-face meetings with clients conducted by an experienced, independent third party. The information gathered is rich in content and it s astounding how candid clients can be when talking to an outsider. Best for large (in terms of revenue to the firm), sophisticated clients who use lots of legal services. Client Satisfaction Surveys A mass-mailed questionnaire to a representative sample of clients. Good to gather information on a discrete topic, but might be perceived as impersonal to your most important clients. For higher response rates, use a short questionnaire and include a self-addressed stamped envelope. Post Engagement Questionnaires Sent at the conclusion of a matter, post engagement questionnaires are both client and matter specific. Particularly good for consumer-oriented law firms. Here again, keep the questionnaire short, with a mix of open-ended and rate us on a 1-10 scale -type questions. Client Site Visits Best for ongoing business clients, this program involves lawyers visiting clients at their places of business. The lawyer should be clear on the purpose of his/her visit. Objectives might include learning more about the client s business, thanking the client for previous work and showing that you genuinely care. Extremely effective and very natural for the profession s best rainmakers. Informal Attorney/Client Interactions These can happen almost anywhere. over lunch, at the conclusion of a business meeting or on the golf course. The point is for the lawyer to ask, How are we doing? Or, better yet, Is there anything we can do to make your life easier? And then, respond as appropriate. Of course, there are dozens of variations of these types of client feedback programs. Blend them together. Just make certain that the firm is doing something to routinely gather important information on how well it provides its services to clients. 655 Sherwood Road NE - Atlanta, GA FAX: TheRemsenGroup.com

10 Today s Best Marketing Practice? Legal Management Magazine Page 3 A Few Words of Caution Give careful consideration regarding who within the firm can see the results of any written clients surveys, especially those that are client and/or matter specific. Lawyers get awfully nervous if they think there is a chance that others within the firm may see a bad report card from an important client. Also, think deliberately about the survey methodologies you think will be most successful at your firm. Not all lawyers will react favorably to the idea of soliciting client feedback, so you will want to introduce approaches that will have high probabilities of success. We recommend that you hire an experienced marketing consultant who has successfully conducted client feedback programs to help design and introduce an optimal program for your firm. Lastly, we cannot overemphasize the importance of responding to what clients are telling you. If the firm and its lawyers ask for client feedback and are not willing or prepared to act on whet they learn, it s better not to ask at all. Conclusion Clearly, soliciting and responding to client feedback is the single most cost-effective marketing strategy a law firm can implement. To improve the way your firm goes about the process, think about the various methods presented this short article. I predict that you are likely to conclude that a more formal and systematic approach is something your firm should do. Go for it! You ll be glad you did. # # # About the Author John L. Remsen, Jr. is the principal of The Remsen Group, a Florida-based marketing consulting firm that works exclusively with law firms. He is the Immediate Past President of the Southeastern chapter of the Legal Marketing Association and has served on its national Board of Directors. He can be reached at or jremsen@theremsengroup.com. 655 Sherwood Road NE - Atlanta, GA FAX: TheRemsenGroup.com

11 INDUSTRY PRACTICE GROUPS Why Industry Practice Groups? Clients look for industry experience and expertise Clearly define target audiences Encourage cross-selling among departments and offices Coordinate marketing activities among attorneys Promote sharing of information among attorneys Set up smaller teams of lawyers with common interests Create forum for reporting and accountability Keys to Success Keep a simple and focused approach, with clear goals and objectives Insist on mandatory lawyer participation Conduct efficient, regularly scheduled meetings Have meeting agendas and meeting notes Appoint strong and committed group leaders Take action between meetings Recommended Activities Complete the Practice Group Worksheet Establish and agree upon Group s goals and objectives Develop Group description for marketing purposes Identify client-specific opportunities and action plans Conduct Client Site Visits for selected clients and referral sources Identify and become active in key organizations and trade associations Conduct a firm-sponsored seminar series (small, informal, interactive) Generate frequent, one-page law alerts/bulletins Maintain a blog on issues relevant to industry leaders Advertise in selected trade publications and directories Sponsor events and activities attended by target audience Invite key players in the industry to speak at IPG meetings Maintain industry contacts in Firm s marketing database Pursue worthwhile speaking and writing opportunities Generate ongoing press releases to targeted media 2011, TheRemsenGroup 727 Kirkwood Avenue SE - Atlanta, GA FAX:

12 TWELVE STEPS TO SET UP INDUSTRY PRACTICE GROUPS 1) Identify Which Industry Practice Groups The first step in adopting the Industry Practice Group model for marketing purposes is to identify the industry groups that the Firm will establish. Criteria for determining which Industry Practice Groups to create might include: Clients, referral sources and other relationships the Firm already has in the industry Profitability and sophistication of the legal work required by the industry Projected growth of the industry in the Firm s geographic region Positions that competing firms have carved out in the marketplace Firm s current and future areas of legal expertise Leadership and internal support within the Firm To be successful, we believe that it is imperative that the Firm focus its attention on only a few Industry Practice Groups at the beginning. More groups can be added later on. 2) Appoint Strong and Committed Group Leaders Once the Groups have been determined, the next step is to appoint strong and committed Group leaders. This is a very important decision that should not be based solely on seniority or current book of business. The Chairs of the Firm s Industry Practice Groups must be: Passionately committed to the Industry Practice Group model Capable and effective marketers Respected within the Firm Good with people skills (mentor, coach, cheerleader) Capable of running efficient, business-like meetings Willing to lead by example 727 Kirkwood Avenue - Atlanta, GA

13 TheRemsenGroup Twelve Steps to Set Up Industry Practice Groups Page 2 3) Determine Group Members ers Once the Industry Practice Groups are determined and Group leaders selected, we recommend that the Firm allow its attorneys to self-select the Group or Groups in which they will participate. Some attorneys might want to participate in more than one Group and that s OK. But they should declare a primary affiliation with one Group, not three or four. Unfortunately, not every attorney in the Firm will find a home among the few Industry Practice Groups the Firm selects at the beginning. And that s OK, too. These attorneys should continue to implement their individual marketing strategies as they did before. New Groups can always be added later. 4) Develop a Practice Group Worksheet After Group members are determined, the best way to get the ball rolling is for the Chair of each Industry Practice Group to complete a Practice Group Worksheet (included in Section III of this report) to present at his/her Group s first meeting. The Worksheet sets forth basic information about the Group, including current clients and referral sources, key trade organizations and the like. It serves as great starting point. At its first meeting, the Group should review and modify the Worksheet to bring all Group members to the same page. The Worksheet should be reviewed from time to time and modifications should be made as appropriate. 5) Hold the First Industry Practice Group Meeting Now comes the time for the Group s first meeting. We suggest lunch meetings that last minutes. It s important to have an agenda and relevant handout material. The Group leader should start the meeting on time and keep the discussion focused on marketing. To facilitate internal communication, establish accountability, and monitor activities, it s important to track attendance and distribute meeting notes within a few days after the meeting. 6) Conduct Monthly Practice Group Meetings After the initial meeting, we strongly recommend that Industry Practice Groups continue to hold monthly meetings that focus exclusively on marketing and business development. As mentioned above, lunchtime seems to work best for many firms. 727 Kirkwood Avenue - Atlanta, GA

14 TheRemsenGroup Twelve Steps to Set Up Industry Practice Groups Page 3 Start meetings on time and always have an agenda and the notes from the Group s last meeting. As previously mentioned, we think it s important to track attendance, assign tasks and responsibilities and distribute meeting notes. 7) Develop Industry Practice Group Descriptions Next, develop brief Industry Practice Group Descriptions. Keep em short and easy-toread, no more that 500 words. Avoid long, legalistic language. Include case studies that demonstrate the Firm s industry expertise. These descriptions can then be incorporated into existing collateral materials like the Firm brochure and website. We also recommend that the Firm develop sharp, standalone mini-brochures for each Industry Practice Group. 8) Develop a Group Marketing Plan During the first two or three meetings, members of the Group should work together to develop an industry-focused Group Marketing Plan. Keep it simple and focused. Once the Group has identified its existing clients in the industry and the industry trade organizations it should join, these are the strategies we recommend: For Existing Clients Client Site Visits Post Engagement Questionnaires Annual Client Appreciation Event Meals and Entertainment Client Teams for the largest, institutional clients For New Clients Industry Trade Organizations - Active participation - Seminars and speaking engagements - By-lined articles - Sponsorships and advertising Industry Seminar Series Industry Law Alerts Industry Group Description - Stand alone collateral piece - Main Firm brochure - Main Firm website 727 Kirkwood Avenue - Atlanta, GA

15 TheRemsenGroup Twelve Steps to Set Up Industry Practice Groups Page 4 9) Develop Individual Attorney Marketing Plans After the Group Marketing Plan is developed and agreed to, the next step is to assign responsibilities and ask each Group member to develop an Individual Attorney Marketing Plan that sets forth his/her contributions to the Group Marketing Plan, as well as his/her other marketing and business development activities. Importantly, Individual Attorney Marketing Plans should focus first on enhancing relationships with existing clients and referral sources. This is best accomplished through ongoing, systematic contact, including Client Site Visits, lunch meetings and entertainment. Try to avoid random acts of lunch and golf. Individual lawyers should also be encouraged to get involved in a key industry trade organizations where they will mix and mingle with decision-makers in the industry. They should join committees, look for speaking and writing opportunities and work their way toward the Board of Directors. Lawyers will get out of an organization what they are willing to put into it. Associate attorneys should start by getting involved in an industry trade group and by staying in touch with selected classmates and business associates. In addition, Individual Attorney Marketing Plans give the Firm a way to measure each attorney s contributions to the Firm s marketing program. The Firm can also monitor activity and establish accountability through its monthly Industry Practice Group meetings. 10) Provide Adequate Resources Most law firms spend 2-3 % of gross revenue on marketing and business development. Some firms include charitable contributions, directory listings and/or staff salaries in their marketing budgets. Others don t. But 2-3% is the rule of thumb. We encourage law firms to consider an investment of 3-4% of gross revenue in marketing, including directory listings. Furthermore, we recommend that most of these dollars should be invested in programs that enhance relationships with clients and referral sources. How much time should an individual attorney be expected to invest in marketing and business development? We suggest about 200 hours a year for partners. That time might be spent as follows: four Client Site Visits, lunch once a week with a client or referral source and active participation in a key industry trade group. 727 Kirkwood Avenue - Atlanta, GA

16 TheRemsenGroup Twelve Steps to Set Up Industry Practice Groups Page 5 11) Find Ways to Measure and Reward Desired Behavior Lawyers are quick to recognize what a particular firm measures and rewards at compensation time. Too often, it s billable hours and working attorney fees received to the exclusion of all else. Some firms measure origination credit, which can be incredibly divisive. But the most enlightened firms are finding ways to measure and reward non-billable contributions like firm governance, associate mentoring and training, and marketing. We believe that law firms must find ways to recognize and reward desired behavior. If a firm wants its lawyers to invest time and effort in non-billable marketing activities, they must find ways to recognize and reward these contributions. Start by measuring non-billable time. By that, I mean non-billable time invested in meaningful activities. Many firms establish bonus pools to recognize non-billable contributions. Others factor a subjective element into their compensation systems that rewards non-billable contributions. 12) Look for Meaningful Results in Months Results will not come overnight. It takes time to build relationships and see the results of an effective marketing program. For example, it might not be until that third or fourth industry seminar that a prospective client decides to hire the Firm. Look for a payback in months. If your Firm develops and implements an effective marketing program, the results will be quite satisfying for many years. 2004, TheRemsenGroup 727 Kirkwood Avenue - Atlanta, GA

17 PRACTICE GROUP WORKSHEET Name of Practice Group: Target Audiences: Current Clients and Relationships: Key Organizations: Areas of Law the Firm Can Provide this Industry: Attorneys in this Group: Group Chairperson: Meeting Schedule: Marketing Priorities for Next 12 Months: 2008, TheRemsenGroup 727 Kirkwood Avenue - Atlanta, GA

18 TheRemsenGroup Smart Marketing for the Forward Thinking Law Firm INDIVIDUAL ATTORNEY MARKETING PLANS Here are a few guidelines to help you develop your individual marketing plan. Of course, one of the main purposes of a written plan is to focus your time and attention on meaningful activities that will enhance your professional reputation and allow you build relationships with persons in a position to hire or refer you. Your Individual Attorney Marketing Plan should: Play to Your Strengths and Personality Not everyone is cut out to be the glad-handing social butterfly. Instead, you can help organize a firm event or write an article series for a trade publication. Be Consistent with Firm Goals and Objectives Ideally, the firm first determines its strategic marketing goals and objectives. After that, individual attorney plans are developed to support and achieve them. Focus Your Attention Your time is valuable and should not be frittered away on random acts of lunch and golf. Rather, you should focus your attention strategically in activities that will enhance your credentials and allow you to build relationships with key individuals. A plan helps you be more proactive and eliminates distractions. Be Simple and Realistic Your plan should be realistic and achievable. Avoid the natural tendency to spread too thin. Keep it simple. Pick your top priorities and get them done. Be as Specific as Possible We re talking who, what, where and when...not general statements about getting closer to bankers or CPAs. Motivate You.to do the things you need to do in order to achieve long-term success for both you and the firm. Change Over Time Take a look at your plan every month. Are you doing what you said you would do? Take pride in your progress. Make adjustments as needed. October Sherwood Road NE - Atlanta, GA FAX:

19 TheRemsenGroup Smart Marketing for the Forward Thinking Law Firm RECOMMENDED TIME COMMITMENT AND TYPES OF MARKETING ACTIVITIES Recommended Time Commitment 200 hours per year for partners (100 hours per year for associates) 16 hours per month 4 hours per week 45 minutes per day Recommended Marketing Activities 1) Relationship Enhancement Strategies for Clients and Referral Sources Client Site Visit Post engagement questionnaire In-house seminar Regularly scheduled meeting date Entertainment Ongoing personal contact Hand-written notes Holiday card/gift Maintain personal contact list Firm mailing list 2) Organizational Involvement Religious attendance at monthly meetings Conference and seminar attendance Active participation on committees Look for opportunities to present speeches and seminars Look for opportunities to contribute by-lined articles for newsletter and website 2004, TheRemsenGroup 655 Sherwood Road NE - Atlanta, GA FAX:

20 TheRemsenGroup Smart Marketing for the Forward Thinking Law Firm Your Guide to Developing Your Personal Marketing Plan and Why Every Lawyer Should Have One by John Remsen, Jr. In my humble opinion, every lawyer in private practice - regardless of how many years practicing law -- should have a Personal Marketing Plan. Here s why: You Will Seize Control of Your Career Creating and implementing your Personal Marketing Plan enables you to seize control of your career. In time, it puts you in a position to attract and retain clients you enjoy, and matters you find challenging and interesting. You will also be less dependent on others to feed you. There are two kinds of lawyers in private practice: lawyers with clients, and lawyers who work for lawyers with clients. Which would you rather be? You Will Make More Money Rainmakers make more money -- often a whole lot more money -- than non-rainmakers in just about every law firm in the U.S. Chances are you ve heard the terms finders, minders and grinders. Trust me; the action is with the finders. You Will Have More Clout in the Firm Lawyers who bring in business also have more power within their firms. Over time, they emerge as firm leaders, influencing important decisions about the firm, its policies and procedures, and its future direction. How Much Time Should You Invest? Of course, implementing your plan is the key to success.and it takes time. Non-billable time. I recommend that Partners invest 200 hours a year, and 100 hours a year for Associates. It s critical you do a little bit every day. Fifteen minutes here. A half-hour there. Effective marketing and business development is not a start-stop process. It s like an exercise regimen results come with consistency over time. What Types of Things Should You Do? Partners should visit top clients at the clients places of business each year. (Refer to my previous Marketing Tip about Client Site Visits.) Associates should focus first on honing their legal skills and credentialing activities. For all attorneys, lunch once a week with a client, prospective client or referral source is a good habit. Joining and being actively involved in a well-chosen organization is another good thing to do. (Refer to my previous Marketing Tip about Individual Marketing Plans.) Article writing and speech giving are good activities, as well. Make the Commitment to Yourself Of course, developing and implementing your Personal Marketing Plan requires non-billable time. And, herein lies the dilemma for many lawyers. Non-billable marketing time is not rewarded -- and sometimes not even measured -- in many law firms. No matter, you should invest the time anyway. In his book True Professionalism, David Maister states that billable hours are for today s income, but what you do with your non-billable time determines your future. I couldn t agree more. Just Do It! The following pages set forth our outline for an effective, well-focused Individual Attorney Marketing Plan. Before the New Year begins, I suggest that you take the time to review this outline, develop your Personal Marketing Plan, and commit to its implementation in Happy marketing! 655 Sherwood Road NE - Atlanta, GA FAX:

21 TheRemsenGroup Smart Marketing for the Forward Thinking Law Firm INDIVIDUAL ATTORNEY MARKETING PLAN NAME OF ATTORNEY: AREA(S) OF PRACTICE: (the fewer, the better) TARGET AUDIENCE(S): (the fewer, the better) YOUR TOP FIVE CLIENTS List below your top five clients over the next 12 months. They need not be the biggest in terms of current revenue, but they provide lucrative, desirable legal work and there is strong potential for much more. Estimated Fees Client Name Description of Matter(s) Over Next 12 Months 1) 2) 3) 4) 5) YOUR A LIST Next, list below at least 15 key contacts with whom you will proactively build and enhance your relationships over the next 12 months. These contacts should include existing clients, prospective clients and/or referral sources. Recommended relationship building activities include Client Site Visits (for clients and referral sources), ongoing personal contact, hand-written notes, regular meeting dates, invitations to Firm-sponsored seminars, entertainment, holiday card/gift, add contact to Firm s mailing list, etc. TheRemsenGroup 655 Sherwood Road NE - Atlanta, GA FAX:

22 TheRemsenGroup Individual Attorney Marketing Plan Page Two YOUR A LIST (Cont d) Relationship Name Company Building Activities 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) Activity Codes: G= Golf, FG= Football Game, BG= Baseball Game, L/D= Regular Lunch/Dinner, CSV= Client Site Visit, HP= Holiday Party, etc. TheRemsenGroup 655 Sherwood Road NE - Atlanta, GA FAX:

23 TheRemsenGroup Individual Attorney Marketing Plan Page Three ORGANIZATIONAL INVOLVEMENT List below the organizations to which you belong, your current level of involvement and your goals during the next 12 months. Bar Associations Current Involvement Goals for Next 12 Months (List organizations by name) Industry Associations / Other Organizations SPEECHES AND SEMINARS List below any speeches you intend to present, or seminars at which you will speak during the next 12 months. Organization Topic Date BY-LINED ARTICLES List below any by-lined articles you intend to write during the next 12 months. Publication Topic Date TheRemsenGroup 655 Sherwood Road NE - Atlanta, GA FAX:

24 TheRemsenGroup Individual Attorney Marketing Plan Page Four OTHER CONTRIBUTIONS TO FIRM S MARKETING GOALS AND OBJECTIVES Please list below any additional contributions you intend to make to the Firm s marketing program over the next 12 months. YOUR STRENGTHS AS A MARKETER Finally, please rate what you think your strengths are as a marketer on a 1-10 scale with 10 as the highest score. Poor Excellent One-on-One Interaction Organizational Involvement Personal Networking Public Speaking Writing Articles Organizing an Event Other (please specify ) TIME COMMITMENT Please indicate the total number of hours you intend to devote to marketing and business development activities over the next 12 months. hours BUDGET REQUESTED Please indicate the dollars you are requesting for marketing and business development activities over the next 12 months. $ SIGNATURE: DATE: 2007, TheRemsenGroup TheRemsenGroup 655 Sherwood Road NE - Atlanta, GA FAX:

25 April 16, 2001 WASTED TIME AND MONEY The Top 10 Ways That Firms Squander Precious Marketing Resources by John L. Remsen, Jr At the conclusion of a recent presentation I gave to a local bar association, an attorney in the audience asked how law firms are wasting their marketing dollars. After all, he said, our firm only has a limited amount of money for marketing, and I want to make sure we are spending it wisely. I was honest, and told him that, in my opinion, many fine firms are squandering their marketing dollars by the bucketful. And it s often in the same familiar ways. Let me begin with the assertion that, for most lawyers and law firms, effective marketing is all about personal relationships. It s not about brochures, advertising or other marketing gimmicks. It s especially about relationships with existing clients and referral sources. Consequently, I almost always recommend that a law firm begin marketing by making darn sure its clients are satisfied. If they are, they ll be loyal to the firm and come back when they need legal counsel. Beyond that, they ll tell their friends and business associates about you. Too often, firms get caught up chasing prospective clients, forgetting about solidifying and expanding relationships with the clients they already have. After ten years of experience marketing legal services, I have developed some strong views on what firms are doing right and wrong. But before writing this article, I thought I d post that attorney s question to the 1,000-member lawmarketing listserv, a cyber-community of law firm marketing directors and consultants. The responses came back fast and furious and I d like to share our collective opinions with you. So here we go the Top Ten Ways To Waste Money Marketing Your Practice, in David Lettermanesque ascending order of wastefulness. #10 - Random Acts of Golf and Lunch Golf and lunch are fine marketing activities, very conducive to relationship building. But playing golf with an endless array of acquaintances who don t have the ability to hire or refer you is hardly an effective use of your marketing time. Nor is that monthly skins match with your brother-in-law and his drinking buddies. The profession s top rainmakers have a plan -- even if only in their heads -- when they go on their boondoggles er, I mean, marketing ventures. They have determined who they want to get to know better and, from there, they develop a systematic plan to go about building and enhancing relationships with them. The key word is plan. #9 - The Really Big Show Reminiscent of Mickey Rooney and Judy Garland deciding to put on a show, your firm decides to present the mother of all seminars. Over 300 people spend a half-day listening to you and your partners talk about the latest changes in state law. It was great. Problem is, there was very little follow up. When it comes to seminars and similar events, we suggest that you consider smaller, less formal and more interactive sessions. Think about a seminar series, focused on a particular industry, where participants get together repeatedly. This way, the follow-up is builtin. 655 Sherwood Road NE - Atlanta, GA FAX: TheRemsenGroup.com

26 Wasted Time and Money Legal Times Page 2 #8 Other One-Shot Wonders Come to think of it, forget about any marketing activity that does not include follow-up. All the marketing events that your firm sponsors -- seminars, open houses, holiday parties, and the like -- should be looked upon as relationship building platforms. And personal follow is the key to making them work. All participating attorneys should follow up with at least two or three people at each event, focusing on folks who can help them achieve their objectives. #7 Brochures and Newsletters That Cure Insomnia Good brochures and newsletters have their place among effective marketing tools. But who wants to read mindnumbing tomes about the history of your firm and its 14 practice areas? Not me, and not your prospective clients either. Keep the copy concise and easy-to-read. Use bullet points whenever possible. Hire a talented graphic designer who will produce sharp, attention-grabbing marketing material. #6 Invisible Advertising No doubt, print and broadcast advertising works for attorneys with consumer-oriented practices (like family and personal injury law) and I d recommend an ad in the Yellow Pages in a heartbeat. But things like traditional tombstone ads and one-time ads in a newspaper or magazine are practically worthless. Studies show that it takes 7-11 impressions before somebody will recall seeing your ad. Consistency and frequency are essential. Here again, hire a good graphic designer and stay light on copy to make sure your ads are noticed. If you want to advertise, do it right. #5 - Holiday Tcho hotchkes Ahhh, the holidays. Talk about getting lost in the shuffle! Effective marketing strategies get noticed and stand apart from the crowd. The holidays are far too busy a time for your cards, parties, and gifts to be fully appreciated. However, if you must send holiday cards, by all means, sign them personally! #4 Directories, Directories and More Directories! Over the past ten years, law firm directories have sprouted like cattails in the Everglades. Unfortunately, most have little marketing value. Decision-makers simply don t use them very much. In fact, our friends on the listserv think that only a few directories, such as LawOffice.com, Martindale-Hubbell and Best s (for insurance defense counsel), are worth the money. Bottom line.hold on to your cash. #3 Vanity Letterhead We re talking about the kind that features every lawyer s name on the masthead. Every letter becomes two-pages long, and each time a lawyer joins or leaves the firm the old supply gets chucked and a new supply is ordered. Often, the new letterhead is out of date even before it comes back from the printer! Most firms have abandoned this practice and yours should, too. Consider adding a snappy firm logo and/or a splash of color. Don t worry, it s OK. #2 - PPPPs (Powerful Partner s Pet Projects) Our #2 money waster was sent in by Bev Davis, chief operating officer for a well-known Oregon law firm.and you know exactly what she s talking about! The firm s $5,000 contribution for a table at the Belles of the Confederacy Dinner Dance, for example. Powerful Partner Jim thinks it s a great idea. (So happens his wife is on the Board of Directors.) PPPPs are rarely budgeted and are hardly ever consistent with firm-wide marketing objectives. They 655 Sherwood Road NE - Atlanta, GA FAX: TheRemsenGroup.com

27 Wasted Time and Money Legal Times Page 3 tend to consume vast quantities of money and staff time. A firm-wide marketing plan goes a long way toward reducing the number of PPPPs. Show Jim the plan and just say no! #1 Consultants Who Don t Know **** About Law Firms Law firms are a different kind of beast -- big egos, lots of democracy, convoluted compensation systems and, in many cases, a disdain toward marketing. Yet, I see it happen time and time again. We hired Sally because we liked the work she did for our big banking client. But she never could manage to implement much of anything around here. When it comes to building consensus for a new idea or getting people to focus on non-billable activities, there is nothing quite like a law firm. It takes someone who s been there to make it happen. If you decide to hire a consultant, hire somebody who has a successful track record working with law firms like yours. Well, that s it for now. I hope you enjoyed this round-up of marketing blunders. Perhaps you recognized one from your own firm s recent efforts on the list. My objective was to help you think about how you and your firm can more wisely spend your marketing dollars. After all, you have limited resources. My best advice.develop a proactive, firm-wide marketing plan. See you at the 19 th hole! # # # About the Author John L. Remsen, Jr. is the principal of The Remsen Group, a Florida-based marketing consulting firm that works exclusively with law firms. He is the Immediate Past President of the Southeastern chapter of the Legal Marketing Association and has served on its national Board of Directors. He can be reached at or jremsen@theremsengroup.com. 655 Sherwood Road NE - Atlanta, GA FAX: TheRemsenGroup.com