It’s an investment, not an expense

Share

Yesterday, I talked about following up with prospects and clients before, during, and after the case or engagement. Most lawyers get it. But many lawyers don’t do it because it takes a lot of time. 

I say it’s worth the time because it helps you get new business, keep clients from leaving, and generate positive reviews that can multiply that effect.  

But (surprise) lawyers are busy. Even if they want to do it, it’s too easy to let it slide. 

I mentioned having an assistant do it. Have them make the calls, send the emails, and otherwise manage follow up and other marketing activities for you. Yes, there is a cost, just as there is a cost to you if you handle this function yourself. If you take an employee away from their other work, that work might fall through cracks and cause problems. 

I say it’s worth the risk because the benefits outweigh that cost. Especially if you have a reasonable volume of cases or clients. 

Think about it. Do the math. If you hire someone part time and pay them $4000 per month, and they’re able to save one case or client per month or get one client to return, your costs would be covered, wouldn’t they? And if that assistant is able to stimulate clients to provide more reviews and more referrals, and this generates two additional cases (or saves) per month, you would double your investment. 

Over time, these numbers would compound.

You know I’m a big proponent of making referrals a primary marketing method for most attorneys. If you’ve read me for a while, you also know that you can stimulate referrals without explicitly talking to clients about the subject. But, let’s face it, talking to clients about referrals is a powerful way to get more of them. A lot more. 

If that’s not something you want to do, have your marketing assistant do it for you. 

I built my practice primarily with referral marketing. A key to making that happen was delegating as much as possible to assistants. 

It was an investment, not an expense. And it paid off in spades.

How to talk to clients about referrals

Share

Unforced errors

Share

We needed some work done on our house and got a couple of bids. Company number one made a compelling presentation and a reasonable bid (compared to what we expected based on our initial research). Company number two had an even better presentation, and we went with them even though they had a significantly higher bid. 

NB: It’s not just about price or fees; you can get more customers or clients by doing a better presentation. 

One thing that made the difference is the way the salesperson at company number two followed up with us after his presentation. He called and texted and emailed and showed us he was at the top of his game. 

They did the work, and we’re happy with it. The building inspector who came out afterwards told us (without prompting) that the company had done excellent work. 

So, we’re happy. But puzzled. We haven’t heard from the salesperson or anyone else at the company since we authorized the job. 

Leaves you feeling like a commodity instead of a client. Slam, bam, thank you sucker. 

Anyway, not following up with us was a mistake. And not just because there’s a cooling-off period and we could have canceled the job if we got cold feet. Following up after the sale gives the company the opportunity to keep the customer happy and take a step towards creating a “lifetime” customer or client instead of just another entry in the ledger. 

We didn’t hear from them after the work was done, either. No calls to see if we’re satisfied or had questions. 

And that’s another mistake. 

To this day, weeks later, they don’t know if we’re happy. Or have other work we want to talk to them about. Or have a neighbor who might like to talk to them. 

Nothing. Not even a note thanking us for our business.

Or a request to provide a review or referrals.

If they had asked for a review, we might have mentioned that the building inspector volunteered that they did a great job. Thorough and tidy. Very reassuring to a prospective customer who sees that review. 

But now, because the company didn’t ask, no review. 

If this is how they operate on every sale, they’re missing out on a lot of additional business. A cautionary tale for anyone in a service business or profession. 

It’s so simple. Call the client after the work is done (or have an assistant do it), see if they have additional questions or concerns, send them some brochures or a referral card they can pass out to people they know, and if they’re happy, ask them to leave a review. 

The only thing worse than not doing some simple after-sale follow-up is what company number one did after they emailed us their bid. 

They did nothing. 

They didn’t follow up to see if we want to go ahead with them, had any questions, or needed help with financing. They didn’t ask if we went with another company and, if so, why. 

And now, weeks later, they haven’t followed-up with us to ask if we’re still interested (and hadn’t hired anyone). Or if we went with another company, had problems, and needed to talk to them about fixing it. 

Follow-up during the presentation process, after the deal is signed, and after the work is done. Or after the prospect doesn’t sign up. 

Never stop following-up. Because tthe fortune is in the follow-up.

Share

How to get new clients to pay you more

Share

Actually, you can do this with existing clients, too. Anyone who is about to hire you or authorize you to do some work. Before you hand them the retainer or ask for the go ahead, ask them one more thing:

“Do you want fries with that?”

That simple question sells more fast food and it can sell more legal services. 

It’s called an upsell, and it’s an effective way to get clients to hire you to do more than they originally contemplated. 

It’s good for them, because they get something else they need but might have postponed. It’s good for you because you get paid more, but also because it’s one less thing to ask them about later. 

It works because the client is in “buying mode”. They’ve already decided to hire you for something and thus are more likely to hire you for something else. 

Instead of asking if they “also” want your additional service or add-on (your fries) you can ask if they want to upgrade their entire “purchase.” If you offer a basic service and a deluxe version, explain why they should consider the upgrade—the additional protection they get, the convenience of not coming back for more later, and, if (if you want), that they will save money by buying the package instead of getting all of your services separately. 

You could instead position the extra services or addons as a free bonus for electing your deluxe package.

Another option for you is to “cross-sell” instead of “upsell”. Bundle your other unrelated services, or the services of another lawyer in your firm, and give the client reasons to get everything at the same time.

Upsells and cross-sells are simple ways to get clients to pay you more (and be happy about it). 

Share

Always be closing? 

Share

Sales people are taught to continually look for opportunities to close the deal and that these can occur at any time. When a prospective customer or client says something about price or fees, for example, this is often one of those opportunities, because it usually means they have decided they (probably) do need or want the product or service and are thinking about how they can get it.

So, generally speaking, “Always be Closing” is good advice. But there is such a thing as trying to close too soon. 

When you talk to a prospective client for the first time, handing them a retainer agreement and a pen may be the right thing to do, or it might blow up in your face if they see it as being too presumptive or aggressive. 

Which is why sales experts tell you to not only look for opportunities to close but to see if you can create them.

You do that by using “trial closes” or questions designed to elicit responses that are consistent with someone who is ready to buy. “Are you leaning towards (Package A) or (Package B)?” is one example. 

When the prospect looks they are ready, go for the close. If they don’t, don’t push it. Don’t close before they’re ready. 

But we see marketers do this all the time. 

You see ads with a call to action that says, “Call today for an appointment”. That might be the right way to go, but what if the prospect is just starting to research their problem and isn’t ready to consider hiring an attorney? If the choice is between “Call for an appointment” or nothing, guess which one they’re going to choose? 

On the other hand, doing nothing might be best for you, too. If you’re doing lead generation advertising, you might only want leads of people who are ready to talk to or hire an attorney. 

But what about people who are ready to make an appointment? Shouldn’t you encourage them to do that? 

Maybe. Or maybe you should give them a choice: “Call for an appointment or to learn more. . .”

What should you do?

Should you close for the appointment? Tell them to sign up or your webinar? Tell them to call to ask questions or to download your report? Visit your website to learn more about the law or to learn about you and how you can help them? 

Lots of options.

I can’t tell you the right approach and neither can your marketing or advertising team. The only way to know for sure is to try several approaches and see works best. 

One offer may get lots of leads, but very few new clients. Another offer might bring in relatively few leads, but result in enough new clients to be very profitable. Another offer might lose money on your promotion but bring in a few clients who have lots of work for you after the initial case or engagement.

You “test” one offer against others. And let the numbers tell you what works best. And it works the same way with closing. When a prospective client looks like they’re ready to sign up, close them. If they aren’t ready, they will let you know.

Share

Sign here

Share

It’s the moment of truth. You’ve talked to the prospective client, told them what you can do to help them, answered their questions, and quoted a fee. Will they become your next new client? 

One way to find out: hand them your retainer agreement and a pen (or your tablet and a stylus) and tell them where to put their signature. 

And say nothing.

Actually, I like to give them authorizations and other documents to sign first, to get them in the habit of signing. Then the retainer.

But there’s something you can say to them before you hand them the paperwork to find out if they’re ready (or you have more work to do). 

Ask them, “Are you ready to get started?”

If they’re aren’t, if they need more information or have a reason they’re not ready, you want them to tell you. It’s called an objection, and when you get one, you know what you need to say or do to get them to move forward.

Another option, instead of asking if they’re ready, assume they are (and make them tell you they’re not). One way to do that is to ask, “Would you like me to get things started today or the first of next week?”

Either way, it means they want you to go ahead. But they still may ask more questions or offer more objections.

Answer these, keep asking about getting started, and eventually, you’ll get a yes or a no.

What if it’s a no?

Don’t push, negotiate, or try to scare them. That’s bad posture and isn’t going to help.

Instead, you simply say, “okay,” and ask, “Do you mind if I stay in touch?”

That’s good posture.  

Keep your name in their mailbox and when they’re ready, they’ll let you know. 

Email marketing for attorneys

Share

FOMO

Share

When we want someone to do something we usually tell them what they will get if they do. We tell the prospective client the benefits for hiring us, the visitor to our website what our newsletter will help them learn and be able to do, and this is often enough to get them to take the next step. 

But there is something that is often more persuasive than telling people the benefits they get for doing what we’re asking them to do.

More powerful than telling people what they gain if they do something–telling them what they lose if they don’t. 

We tell the prospective client what might happen if they don’t have a lawyer protecting them from the insurance company, or they don’t choose us as that attorney. We tell the client what might happen if they don’t settle, or what might happen if they do.

We invoke their innate “fear of loss” (or Fear of Missing Out) and it often seals the deal. 

Because humans fear losing something already in their possession.

Fear of loss is often much more motivating than the desire for gain and you should use it in your marketing and in working with your clients. 

When you do, don’t limit your message to the big things they might lose (or gain). Sometimes, it’s the little things that close the deal.

For example, some prospective clients might choose your firm instead of another not because you’re demonstrably the best choice but because the picture of what it’s like working with you appeals to them. 

They like your personality, the way you write your articles, the causes you’ve talked about, or even the great Christmas parties you throw. 

And they don’t want to miss out on that. 

Make sure you show prospective clients the whole package that is you. Because if you don’t, they might not see the one thing that tips the balance in your favor. 

And hire someone else. 

Share

Soft call-to-action 

Share

When you tell your readers, audience, subscribers, or website visitors to do something you want them to do, e.g., Call to schedule an appointment, you’re using a call-to-action. And you should because the more you tell people what to do, the more likely it is that they’ll do it. 

Clearly, not everyone is ready to do what you ask when you ask it, which is why you should ask again. Put calls-to-action in most or all of your marketing communications. Remind them (often) to call, sign-up, or download something. And tell them why—the benefits they get or the problems this can help them solve. 

When (if) they’re ready, they will respond. Your job is to stay in touch with them and continually make the case for taking action by repeating your call-to-action, providing additional arguments and examples, reminding them about the benefits, and otherwise “selling” them on doing what you ask.  

Telling them to call for an appointment is a ‘hard’ call to action. If they call, there is an expectation that this will lead to them signing up for something and paying something, and this may not be easy for them because it requires a commitment they might not be willing (yet) to make.

Which is why you should also use the ‘soft call-to-action’. Asking (telling) them to do something that doesn’t require a big commitment. Something relatively easy for them to do:

  • Like, share, comment
  • Download this report
  • Fill out our survey
  • Hit reply and ask your question
  • Sign up for our free seminar
  • Watch this video, listen to this podcast, read this article
  • And others. 

Why use these? First, because they help you build a list, which gives you permission to follow-up and send additional information. 

And second, because the more often you ask them to do something, and they do it, the more likely it is that they will do something else you ask.  

Get a visitor to your website to give you their email address and download your report today. Tomorrow, it will be easier to get them to sign up for your seminar or listen to your replay. Eventually, it will be easier to get them to schedule that appointment. 

What’s interesting is that even if they don’t do the things you ask, the more you ask, the more they become conditioned to hearing you ask and the less resistant they become to (eventually) doing something you ask. 

The lesson? Ask visitors and readers and prospects to do things and never stop asking. 

Each time they hear you ask, they take a step closer to becoming your next client.

Marketing legal services is easier when you know The Formula

Share

Mary Hartman, Mary Hartman

Share

Wouldn’t it be great if the first time you talked to a prospective client about your services they said, “Where do I sign up?” 

It would, but they don’t. 

They usually want more information. Maybe a lot more. And they want you to explain things in enough detail that they not only understand it, they see that your solution is their best solution. 

Because they don’t want to make a mistake.  

They will have questions. As you answer those questions, they’ll often think of more. 

Getting them from not knowing to knowing, and from knowing to doing (hiring you) is a process, and it usually takes time.

The prospective client needs you to explain things again, in different want, so they can understand everything. 

And, no matter how good you are at explaining, not everyone “gets” it as quickly as others. Especially with something complicated (like the law) and scary (like the law) and expensive (like the law). 

When you’re sitting with the prospect, you can take your time explaining things properly, ask questions to make sure they understand, show them the paperwork, read their body language, and answer all of their questions. You can take as long as they need.

And you no doubt do all that. But it’s a different story when you’re communicating with them online. 

Putting up more FAQ’s, videos, and other information can help. But sometimes, all that information overwhelms or confused them, leading them to conclude they’re not ready to do anything.  

What can you do?

The answer isn’t to wait until their problem gets worse and they’re in enough pain to finally call. The answer is to stay in touch with them, via email. 

Send more information. Send them the same information stated in different ways. Send them more examples, use cases, and stories about others who had what they have and found relief by hiring you, or found relief by speaking with you (and then hiring you).

Don’t do this once or twice. Do it over and over again, for as long as it takes, because you don’t know when (or if) they will be ready.

Let your newsletter do the heavy lifting. Until they’re ready for you to get on your white horse and save the day.

Email marketing for attorneys

Share

What’s important to you?

Share

I was interviewed recently by the vendor of one of the marketing tools I use in my business. They wanted to know what I do, how I work, and especially how I use their product. 

As we talked, I realized that what was most important to me about this tool, or any tool, was how easy it is to use. 

The same goes for my process. I don’t like complicated workflows. Sometimes, they are necessary, but I like to keep things as simple as possible. 

Simplicity is one of my values. 

I told the interviewer how important this is for what I do, and for the tools I use to do it. Some of their competitors have more features, but they are overkill for me. 

So, if you’re trying to sell me your product or service, show me how easy it is to use. Because if it’s too complicated, it’s probably going to be a no for me. 

You may have different values, and you should explore them. It helps to know what’s important to you, before you buy something you may never use or hire someone who might be good at their job but otherwise not a good fit for you. (Been there, done that; lesson learned.)

It’s also important to find out what’s important to your prospective clients, so that when you talk to them about how you can help them, you’re telling them what they want to hear.

It makes a difference if a client wants to “crush” the other party and is willing to spend big money to accomplish that, or they want a reasonably amicable resolution at modest expense. 

Find out what’s important to them so you can show them how they can get it. 

Share

You had one job

Share

You had one job. You still do, and you always will.

I’m talking about persuading prospective clients who need your help to choose you as their lawyer and to sign up. Now, not someday/maybe.

If you don’t do that job, you’re letting them go their way without getting the help they need (and want, but may hesitate to get).

If you don’t persuade them to take action, their problems might worsen. Become more painful, more difficult to solve, and more expensive. They might also lead to secondary problems.

Yeah, a mess.

If you don’t do everything you can to make the case, create urgency, and make it easy to say “yes,” you’re doing them a disservice. (You’re not doing yourself any good, either).

Don’t wait for them to figure it out. Tell them. Give it all you’ve got. Tell them how it is and how it might be, without sugarcoating or equivocating. They need to hear this from you and hear it often.

They need to hear it in your posts and articles. They need to hear it in your presentations. They need to hear it when you speak with them and write to them.

Give them the facts, tell them what to do, and why.

That doesn’t mean being obnoxious or sounding like a broken record. You should talk to them as you would a friend who is in trouble, or might be, and needs your advice and help.

It also doesn’t mean showering them with nothing but doom and gloom. A litany of what might happen if they don’t act, try to fix it themselves, hire the wrong attorney, or wait too long.

Important points, but nobody wants to listen to a never-ending stream of awfulness. Too much of that and people shut down. And unsubscribe.

So make sure you also give them a healthy dose of benefits and happy endings. The good things that happen when take the action you recommend.

The trick is to know how much of each and how often. The answer to that is a big fat “it depends”.

But you need both. The bad and the good, the warnings and the solutions.

And you need to keep at it until they hire you.

Their future (and yours) depends on it.

Share