THE HIDDEN MILLION DISCOVER AN EXTRA MILLION DOLLARS HIDDEN IN YOUR LAW FIRM By
Kenneth L. Hardison President, PILMMA
Today’s lawyer is so focused on getting out the message that will make potential clients call the firm that he or she fails to look within to see if a change in thought process, management, or delivery of service can create new clients. From someone who spends a great deal on marketing, I have become quite savvy on how to bring in clients and bring them in at no cost. Traditionally, clients had one lawyer who handled everything. Now, due to fast paced technology coupled with much smarter clients, lawyers cannot depend on repeat business. The advent of lawyers touting cheaper rates or other hooks knocked the old time family lawyer right off the top rung. Lawyers today are still trying to figure out what went wrong and how to change their practices to meet the needs of 21 st Century clients. Today’s law firm marketing must be more than ads and more than television or other marketing mediums. Firms simply must figure out what clients want and deliver it in such a fashion that clients, in turn, become mini marketers for the law firm. Today’s client wants more than just a lawyer. I don’t recall one client who asked me where I went to law school, what my class ranking was, or even if they could see my law license. Clients were looking for me to get on their level and talk to them and help solve their problems. One thing to know is that I am a keeper of statistics. It became apparent when my law firm implemented our strategic plan back in 1997 that my most valuable service attribute was the high rate of client rapport I had built. A good portion of my business was coming from clients who genuinely liked me and would tell everyone else about me long after their cases were settled. Over the years, I started noticing that there was a big difference between just satisfying the client with the desired results and developing a life-time relationship with them that lasted far beyond the settlement of the case. Thus, I created and designed a client loyalty program within my firm that accounted for approximately 43% of my new clients – some being referred to my firm by clients who were represented by me over 15 years prior! My development, implementation, and expectations of client loyalty versus client satisfaction were non-negotiable in my firm – I didn’t care how much money you generated, you were tasked with creating and maintaining client loyalty.
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