Law Practice Management Asked and Answered Blog

Category: Marketing

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Jul 15, 2009

Lawyer Networking As a Marketing Strategy

Question:

I am having problems with effective client development. I believe that I need to do more networking and become involve in professional organizations. Suggestions?

Response:

Definitely. However, here are a few ideas and guidelines.

John W. Olmstead, MBA, Ph.D, CMC

Jul 15, 2009

Newsrooms on Law Firm Websites

Question:

More and more law firms are using web sites. Where are these sites falling short? What about news rooms?

Response:

There is another audience besides clients and prospective clients. That audience is the media. Law firm web sites need to direct more focus on the media and the recognize the benefit of effective public relations. Law firm web sites should incorporate first-rate online press rooms.

The first wave of law firm web sites was often the brainchild of the marketing department or the attorneys. As a result reporters were often forgotten in the rush to publish.  However, for most firms, the news media is a clear and well-defined audience. What type of information should we provide that is key to this audience?

Contact Information

Too many web sites bury any contact information, much less specifics on whom to call  for an “on the record” statement. Many sites, if they include any contact information, will  only include an address, phone and fax – no names.

If you want to make friends with the media, make it easy for them to call (or e-mail) you.  Whether it is a link from the home page, or an easily-found link in the “about us” or   “news” sections of your web site – give the media basic information about branch offices – along with names and phone numbers. Don’t forget the area code.

 

If you are concerned about e-mail overload, set up a special e-mail address for media  inquiries (but make sure that it is checked more than once a day). If your web administrator persuades you to use “form mail” (instead of an e-mail link) minimize the  “required” fields and tell the reporter, up front, that he/she will receive a copy of the      correspondence upon “send.” (These are two functional requirements that you should  insist upon.)

 

Archived News Releases

 

This seems like so much common sense that I don’t understand why many have foregone  this courtesy. Not only is it a boon for reporters (90% say they use the web for research)  or others who are researching your firm, industry, or a event of the day, but it also allows  you to let the world know what your organization has said about any given topic. Think of it as self-publishing.

 

Search engines may or may not be a good idea for archives. I suggest taking a little time  (so that reporters don’t have to) and organizing news releases in annual archives as well as subjective ones. Some releases will fall into more than one subject category. Use hyperlinks and the web.

 

Downloads

 

Your web site allows you to have a 24×7 presence for the media, which is especially  crucial for firms with a global presence. Think about common requests that could easily be delivered via the web:

 

If you do set up a special section for the media, as a general rule, don’t require registration or “credentialing.” There are exceptions to this rule, but they are in the distinct minority for most firms.

 

John W. Olmstead, MBA, Ph.D, CMC

Feb 10, 2009

Using Brainstorming Focus Groups to Take the Law FIrm to the Next Level

Question:

We have a successful practice but need to do a lot of things differently to move to the next level. How can we generate some momentum and ideas?

Response:

Our advise – why not use a few brainstorming focus groups and do some brainstorming. We find that many firms either don’t engage their people or don’t know how to engage their people. Untapped ideas are in the heads of your attorneys and staff. Using brainstorming focus groups and brainstorming techniques can help the firm improve decision making and tap these ideas.

Brainstorming focus groups are not just another firm or staff meeting. A focus group consists of  (1) people with similar characteristics, (2) that provides qualitative data, (3) in a focused discussion, (4) to help understand the topic of interest.

Size

These groups are typically composed of five to ten people, but the size can range from as few as four to as many as twelve. The group must be small enough for everyone to have an opportunity to share insights and yet large enough to provide diversity of perceptions. When the group exceeds a dozen participants, there is a tendency for the group to fragment.

Purpose

    Brainstorming focus groups aren’t decision making groups or committees. They are used to generate ideas. The actual decisions are made after all the brainstorming focus groups are completed, not in the individual groups. The brainstorming focus groups are used to gain understanding about a topic so decision makers can make more informed choices.

The Brainstorming Process

Brainstorming is a technique whereby individuals or groups generate large numbers of ideas or alternatives relating to a decision without evaluating their merits. Listing alternatives without evaluating them encourages group members to generate ideas rather than defend or eliminate existing ideas. Evaluation occurs after a large array of ideas has been generated. Principles for brainstorming include:

§  All ideas should be listed. No idea should be evaluated during the first part of brainstorming.

§  Creativity should be encouraged. Participants should think outside of the box. All ideas should be recorded, regardless of how frivolous or irrelevant they seem.

§  Members should be encouraged to offer ideas related to those already on the list.

§  Asking each participant to record and then offer five to ten ideas can help start the session.

§  Setting a time limit for brainstorming, for example, five to ten minutes, can often stimulate the rapid generation of ideas.

 

Moderating the Discussion

Consider using a moderator team: a moderator and a recorder. The moderator, typically the administrator, the managing partner, or an outside consultant,  is primarily concerned with directing the discussion, keeping the conversation flowing, and taking a few notes. The recorder, on the other hand, takes comprehensive notes, operates the tape recorder, handles the environmental conditions and logistics (refreshments, lightening, seating, etc.), and responds to unexpected interruptions.

Recording the Discussion

A recorder should be appointed and all ideas obtained in the brainstorming focus group should be recorded by either tape recorder or written notes. Written notes are essential. Often ideas are initially listed on flip charts and later converted to written notes. The note taking should not interfere with the spontaneous nature of the session. Notes should be as complete as possible.

John W. Olmstead, MBA, Ph.D, CMC

Sep 30, 2008

Communication Skills

Question:

We are a 17 attorney IP firm in the Southwest and I am the managing partner. We are having a lot of problems with poor attitude in the office, inadequate production, employee turnover, and we have recently lost a few key institutional clients. I believe that the core of our problem may be poor communication skills on the part of our attorneys? What recommendations do you have?

Response:

Poor interpersonal communications is often the root cause of many of the management problems that arise in law firms. Here are a few ideas for improving interpersonal communication skills:

  1. Develop a series – a repertoire – of oral communications styles as well as languages to use in various situations with clients, colleagues, and employees.
  2. Understand and manage your clients expectations – (1) clients true objectives for the engagement, (2) the boundaries of your role, (3) kind of information you will use, (4) your role in the engagement and the role of your staff, (5) the product/service you will deliver, (6) what support and involvement you will need from the client, (7) time schedule, and (8) frequency and form of communication.
  3. Employ effective listening techniques with your clients – (1) client face-to-face engagement debriefings, (2) client satisfaction interviews – third party, (3) client site visits, (4) opinion surveys, (5) feedback questionnaires, and (6) client panels/focus groups.
  4. Employ effective office communications systems to faciliate communications with your employees – (1) weekly/monthly staff meetings with agendas and minutes, (2) satisfaction surveys, (3) daily meeting with your assistant, (4) performance reviews tied to a performance management approach.
  5. Match communications complexity to appropriate communications vehicles (face-to-face, telephone, e-mail, memo, letter, voice mail, etc.) Example: Use face-to-face to counsel or critique employees – not e-mail.
  6. Reduce communications noise – (1) setup MS Outlook not to automatically download e-mail, (2) put cell phones on silent, (3) develop cell phone protocols, and (4) use voice mail effectively.
  7. Incorporate the six client service principles into your daily behavior – (1) feel good about yourself, (2) practice habits of courtesy, (3) use positive communication, (4) listen and ask questions, (5) perform professionally, and (6) under promise and overdeliver.
  8. Develop written job descriptions and office policy and procedural manuals.

John W. Olmstead, MBA, Ph.D, CMC

Jul 15, 2008

Is There a Number One Tip For Improving Law Firm Client Service

Question:

We recently completed an informal client survey and were surprised at some of the feedback. Our scores were lower than anticipated. Clients believe that our services took longer than expected and fees were also higher than expected. We work as dilligently as we can for our clients and I don't see how we can improve turnaround or reduce legal fees. Suggestions?

Response:

Based upon client surveys that we do for law firms we find that one of the biggest problems is that the attorneys are doing a poor job of managing client expectations. The key is to under promise and over deliver. I suspect that upon the initial client meeting you are under estimating the timeline and low balling the fee range. Increase the promise – timeline and fee range and then shoot to deliver under that range. This will do wonders for improving the client relationship.

John W. Olmstead, MBA, Ph.D, CMC

Jan 08, 2008

Law Firm Client Satisfaction Surveys

Question:

We have recently lost a key partner, several key institutional clients, and we don't know why. We are considering doing a client satisfaction survey to insure that we are not falling asleep at the wheel and providing the best service possible. We also want to make sure we understand current client needs and whether our services are still adequate. What are your thoughts? 

Response:

For institutional clients we would recommend telephone interviews, face-to-face interviews, or a combination of both.

Typically, when we work with a client we establish the initial research objectives of the project and then the best way to achieve them. For example, do you just want obtain feedback from your top 10, 25, or 50 institutional/busines clients or your entire client base?

In the case of a study population of your top 10, 25, or 50 clients we usually recommend a telephone interview technique. We shoot for a 90%+ response/participation rate. We develop the questionnaire with the client and then conduct the interviews and compile a report consisting of both statistical metrics (grades if you will) and client commentary/narrative. Often it is the narrative commentary that provides the most actionable information. Recently, when conducting interviews of an insurance defense law firm's insurance company clients a client advised us that they had stopped sending new files/cases to the firm because of poor communication and status reporting. Based upon our interviews the firm was able to resolve the internal issues and repair the relationship with the client. The law firm was also contemplating implementing a blended billing rate structure and wanted us to obtain the client's reaction. We also obtain feedback from these clients on what topics they wanted presented in seminars that the law firm put on for their insurance clients – both in group sessions with other insurance company clients and private onsite sessions for individual insurance company clients.

Before conducting the interviews we ask the law firm client to contact the client and solicit (sell them on) their participation in the study. We then contact them, make the appointment, and conduct the interview. In our proposal for these services we pledge client confidentiality and are willing to sign a confidentiality agreement with the firm as well.

For individual clients, due to the number of clients, a paper mailed survey is typically used. The response rates will be less (30% tops usually), these will less narrative/commentary, less actionable information, and there will be no ability to probe. In these cases we develop the questionnaire, the law firm mails out the questionnaires for us, the returned questionnaires come to us directly in the provided reply envelope, we compile the data and the report and provide to the firm.

If you decide to handle the project in-house rather than outsourcing a similar approach would be recommended. Just insure that you staff and resource the project properly.

John W. Olmstead, MBA, Ph.D, CMC

Oct 04, 2007

Suggested Practice Tips For Today

  1. Never eat lunch alone. Have lunch everyday with clients, prospective clients, referral sources or members of your team.
  2. Take our time management self test. Begin working on your problem areas one behavior at a time. Time is money.
  3. Enter you time daily into you time and billing system – both billable and non-billable – as you work. Don't go home until you have accounted for an entire day. You may be dropping 10-25% potential revenue.
  4. Look for ways to brand yourself – dare to be different. With the internet you really can expand your base beyond your local community.
  5. Set a few goals and hold yourself and your team accountable.

Jul 02, 2007

Client Satisfaction Surveys

Question:

We are becoming more and more concerned about the firm’s future? Recently we have lost a couple of our insurance defense clients and others may be sending us less files? Do you have any suggestions?

Response:

Our firm recently completed client satisfaction interviews for several of our insurance defense law firm clients. Here are a few quotes and a summary of what these insurance company law firm clients told us:

Much can be learned by talking to your clients. Structured telephone interviews conducted by a neutral third party can provide many surprises as well as answers. Client satisfaction interviews can be the best marketing investment that you can make.

John W. Olmstead, MBA, Ph.D, CMC

Jun 29, 2007

Business Identity Plans

Question: I have heard you speak about Business Identity Plans. What is a Business Identity Plan?

Response: A business identity plan is a communications design plan that insures  a consistent and professional firm identity and message is being conveyed through all of its collateral marketing materials and vehicles. It begins with identifying the firm’s core values, uniqueness, and essence which frequently is a result of a strategic planning process. Then designers create graphic identity scenarios depicting illustrative letterheads, business cards, web site, etc. Frequently logos and tag lines are developed. Once the firm selects an identity plan it is incorporated in a consistent manner into all marketing materials including:        

  • Letterhead & Envelopes
  • Business Cards
  • Web Site
  • Powerpoint Presentations
  • Newsletters 
  • Announcements
  • Press Releases

    • Jun 29, 2007

    Client Development/Marketing – Long Way to Go in Many Small Firms

    We just returned from participating at a Solo Small Firm Conference which was held for solo and small firm practitioners in the mid-west. I spoke at two session and we had a booth there as well. A few statistics:

    Personal networking and relationship building is still one of the best ways to cultivate clients. Not having a presence on the internet is like not being in the phone book.

    Solo and small firm attorneys need to use all of the tools available to project their image. It does no good to spend money on developing marketing tools and then not use them.

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