Why that client hired another attorney instead of you

January 29, 2013 by
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Why do prospective clients come to your office to talk to you and then go out and hire someone else?

They need your help. They have the money. You answered all their questions thoroughly and politely. But they still said no.

We assume that because we have the skills and they have the need that they’re going to sign the retainer agreement, and most of the time they do. When they don’t, we have to remind ourselves that the first meeting with a prospective client is a job interview. When we don’t get the job, we have to stop and figure out why.

Sometimes, we don’t get hired because of the nonverbal cues we communicate. Did you fail to make eye contact? According to a survey of people who hire employees, 67% of job applicants make that mistake. Was your handshake too weak? 26% of job applicants failed that test. How about forgetting to smile? That omission plagues 38% of applicants.

Statistics say as much as 55% of the impact we make when meeting another person is nonverbal: the way we dress, walk, and act.

But maybe it’s not your body language. If you don’t get the job, maybe you made one of the “Top ten common mistakes at a job interview”. For example, number 8 is “Lacking Humor, Warmth, or Personality”. What, attorneys? No way.

How about number 6, “Concentrating Too Much on What You Want”. “Out out, damn ego.”

Number 2 on the list: Failing to Set Yourself Apart From Other Candidates.” That’s true of most attorneys, isn’t it? Again, we assume that because we have the skills and they have the need, they’re going to sign up. When they don’t, there’s a good chance this is why.

Number 1 on the list of mistakes: “Failing to Ask For the Job.” Relax, you don’t have to ask the client, “Do I get the job.” There are other ways to ask, such as, “Do you have any other questions before we get started on your case,” or “Would you like me to send your ‘New Client Kit’ to your home or to your office?” But you do have to close the deal.

One more thing. Don’t be complacent because prospective clients usually hire you. Yes, you got the job but that doesn’t mean you passed the interview. They may not have been thrilled with what you said or how you comported yourself but hired you because they were intimidated or didn’t know they had a choice.

You want your clients to like you and be glad they chose you. So work on yourself, even if you don’t think you have to, because marketing is everything you do to get and keep good clients.

Are you doing everything you can to get and keep good clients? If not, read this.

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Filed Under: Client relations, Closing the sale, Communication, Marketing legal services, Salesmanship Tagged With: ,

Get more clients by being yourself (even if you’re nothing special)

January 18, 2013 by
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An unremarkable undergrad at an unremarkable college is in talks with a prestigious Wall Street investment firm for a coveted internship, on the strength of the cover letter he sent with his resume. The letter has been called the ‘best cover letter ever’ and has gone viral throughout the investment world and on the Internet.

The article reporting the story put it this way:

“Rather than inflating his qualifications and bragging about his grades or past job experiences, the humble applicant simply stated his case and matter-of-factly asked for an internship–even if it meant shining shoes.”

He added: “I have no unbelievably special skills or genius eccentricities.”

You can read the letter and the rest of the story here.

So, great story, huh? Boy meets (investment) world. Boy lands big internship. Boy makes his mom proud.

Nice. But what does it have to do with marketing legal services?

Here’s what:

It deftly illustrates a timeless direct marketing principle–the supremacy of the sales letter. It wasn’t this young man’s resume that got the job. It was the letter. Similarly, your CV or list of accomplishments won’t get clients to hire you. Not by itself. You need a sales letter.

Let me show you what I mean by taking you on a stroll down memory lane.

Remember back before email when we all got a lot of direct mail solicitations in our mailboxes? For various goods and services, magazines, record clubs, insurance, and such? The mailing has several components and each plays a role in getting the sale.

First, the envelope.

Oh yes, the envelope is a sales tool. Direct mail experts consider (and test) the size and shape of the envelope, the color, the stamp, the address (label, print, or hand written), and the copy–the words printed on the outside of the envelope. It is those words that get the recipient to open the envelope (or not). Envelope copy grabs you (or doesn’t) and that determines whether or not you open the dang thing. Just like the “subject” line in an email today.

Inside the envelope is the sales letter and other documents. These may include a brochure or leaflet, a booklet of testimonials, a guarantee, an order form, a return envelope, and perhaps various “involvement devices” like stamps or tokens you’re supposed to affix to a the order form to indicate your preference.

Let’s compare that package to your web site.

You get people to “open” your web site with your “envelope copy”–the title and description of your site in search engines or in an ad, for example. Your description or ad piques their interest and they click through to your site.

In a mailing, the brochure and other components provide supporting materials: facts, details, proof. People buy for emotional reasons and justify their decision with logic and facts. The brochure supplies the latter.

On your web site, your brochure takes form in articles, FAQs, and a list of accomplishments. This is the supporting data that helps people justify their decision to take the next step towards hiring you.

Other content that supports this might be a page that offers a pledge or guarantee, involvement devices like polls (or results), videos, checklists, forms, and the like. These get people to spend more time on your site.

All of this content helps. But it is the sales letter that gets them to act.

On your web site, your sales letter might be on a welcome page or your “About” page. It might be a video. You greet the visitor and tell them what you can do for them. You tell them about yourself and do your best to connect with them. You want them to feel good about you and trust you. If they do, they’ll read some of your other content to learn the details.

The sales letter is the most important part of the mail package and your web site. It has to connect with the reader and do a complete sales job. There’s no sales person sitting with them or on the phone so the letter has to do all the talking. It has to tell the story, answer questions, overcome objections, and close the deal. In a mailing package, it has to get the order. On your web site, your sales letter has to get the visitor to call, fill out a form, or opt into your email list.

Now, how did this young college student with ostensibly no sales or marketing experience write such an effective sales letter? How did he stand out in a sea of competition?

He did it by ignoring what everyone else does and what conventional wisdom says he should do.

He wrote from the heart. Straight talk. No hype, no pretense. “Here I am, nothing special. I’m reasonably intelligent and I’ll work hard. Give me any job, I want to learn.”

He told the “buyer” what they wanted wanted to hear. Not because he knew what they wanted to hear, but because he didn’t know what else to say except the unvarnished truth.

It worked because he was refreshingly honest.

People don’t want “canned” and “commercial”. They want “real” and “believable.” If you can deliver that, they’ll pay attention, and if they want what you offer, they’ll buy.

The most critical job of the sales letter is getting the reader to pay attention. Employers sort resumes with a bias towards trashing them. They read only a handful that have a cover letter that catches their attention.

Web visitors do the same thing. When they arrive at a web site, they look for reasons to click away. Your “sales letter” has to get them to stay.

When you write your sales letter, you should do what this young man did. Be yourself. Tell your story, warts and all. Okay, maybe you can hide some of the warts, but keep it real and talk to them from the page like you would if you were talking face to face.

Don’t give them the packaged and polished (and boring) stuff you see coming from most attorneys. If you don’t grab them, you’ve lost them. If you don’t get their attention, it won’t matter how impressive your accomplishments might be, nobody will see them.

So here’s what I want you to do. Write a letter to a prospective client. Tell him why he should hire you. Tell him what you can do for him or his company and how you’ll work hard to do it. Imagine you’re sitting with him in a coffee shop, just the two of you. What would you say to get his attention and make your case?

Write that down.

I’m not suggesting that you’ll write something brilliant that will go viral on the Internet and be called the “greatest lawyer letter ever”. In fact, nobody will see this letter because you’re not going to send it to anyone.

But you might just get some ideas you can use on your web site or the next time you write an email or a blog post. You might just write something that reaches out and touches someone and makes them want to hear more.

Human beings are starved for real communication. A lot of people don’t even talk on the phone anymore, they “talk” with their thumbs. So when they hear a real person who speaks plainly and openly, without pretense or affectation, they listen.

To college students, and even to lawyers.

Learn more. Earn more. Get the Attorney Marketing Formula.

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Filed Under: Closing the sale, Communication, Copywriting, Marketing legal services, Online Marketing, Salesmanship Tagged With: , ,

Poor follow-up: another symptom of underearning attorneys

November 8, 2012 by
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Yesterday’s post was about the price you pay for under-valuing and under-pricing your services. It is one of the 12 “Symptoms of underearning” on the Underearners Antonymous web site.

Today’s post is about another symptom of underearning common to attorneys. It’s number 11 on the list, “Not Following Up”. This includes failing to follow up on “opportunities, leads, or jobs” or beginning many projects and tasks and not completing them.

“Not following up” may be caused by psychological issues (i.e., low self-esteem, fear of failure), but it’s often just a matter of poor organization.

There was a period in my career when I had a large number of people I needed to follow up with every day. These were prospective clients I had spoken to but who weren’t ready to sign up. I needed to follow-up with them in 30 to 90 days. If they still weren’t ready, I would schedule another follow-up.

Every day, I spoke to prospects at various stages of readiness. Some I’d spoken to once, others I’d spoken to several times. Every day, new prospects were added to the list and before long, I started to fall behind. Out of necessity, I developed a system for tracking follow-ups. It allowed me to efficiently manage hundreds of prospects who were in my “funnel” at any given time.

You may not call prospects like I was doing, but the concepts behind this system may help you stay on top of other follow-ups you need to do.

The first thing I did was make a prospect tracking form. It was a single page with space for their contact information, notes of our discussions, and a place to record the next follow-up date. Everything I needed was in one place. (I do everything electronically today, but the principles are the same.)

Next, I developed a set of rules for when follow-ups would take place. As I recall, I had criteria for two week follow-ups, 30 days, 60 days, and 90 days, depending on their level of interest and stated reasons for not going forward.

The key to making this work was to decide when to follow-up, and record it, before moving onto the next prospect. There were four choices for follow-up and all I had to do was choose one. Prior to this, I would put the day’s tracking forms in a pile and go through them at the end of the day, deciding when to follow up. This wasted time and was unnecessary. With my new rule, I looked at the page just once and not again until the follow-up date arrived.

What did I do with the tracking form? I filed it in a manual “Tickler” file, a metal file box with hanging folders. I used a variation of the system described at 43 folders–twelve monthly folders and 31 daily folders. As I scheduled follow-ups, I filed them in the appropriate folder (well, on the closest weekday).

Every day, I would empty that day’s folder and move the empty folder to the back of the group. At the end of the month, I would do the same thing with that month’s folder. This way, “today’s” folder was always in the front of the box.

Every day, I knew exactly who to call. When I was done with those calls, if they still weren’t ready to sign up, I put the prospect form back in the tickler box at the appropriate future date.

Why not use the calendar? Because the calendar should be reserved for tasks that are due on a given day, like an appointment. If you want to follow up with someone in 30 days, this is approximate. If you don’t call them on that day, they won’t know it. So if you aren’t able to do some of your follow-up calls on a given day, you can move them to the following day.

There were times when I scheduled a follow-up for a specific day and I did put those on the calendar. If the prospect and I had a phone appointment (which I encouraged), the date and time were scheduled on my calendar. If the time was not specified but I was asked to call on a certain date, I would calendar it for that day but not at a specific time.

This system made me a champion at follow-up. I signed up many new clients that I am sure would have otherwise fallen through the cracks.

You may be wondering how many times I followed-up with a prospect. Well, some of my prospects didn’t sign up until I had followed-up six or seven times. Some, after ten or more. So, I my rule for how many follow-ups: Follow-up until they “buy or die”.

It kept things simple. And profitable.

Want to earn more even if you’re NOT good at follow-up? Download The Attorney Marketing Formula and find out how.

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Filed Under: Closing the sale, Productivity, Salesmanship Tagged With: , , , , , ,

Three goals for your next presentation

September 6, 2012 by
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I’m speaking tonight and I have three things I want to accomplish:

First, I want to INFORM.

That’s what the audience is paying for. But even if this were a free talk, the audience would still be “paying” with their time and I must give them their “monies” worth.

Second, I want to INSPIRE.

Facts and logic can only take you so far in persuading people to act. I want the audience to be motivated to follow through on my information and advice. I will do that by appealing to their emotions. I will tell them the BENEFITS of taking action and illustrate the benefits with appropriate STORIES.

Third, I want to PROMOTE THE NEXT STEP.

In this case, the next step is to attend the next event we’re conducting in this market. Your audience’s next step might be to sign up for a free consultation, fill out a form, or give you a check or credit card.

Information and inspiration set the stage for action, but not everyone will take the next step. Promoting the next step means giving them more reasons to act. This is done by providing additional information or incentives (i.e., special offers).

Promoting the next step is also accomplished through salesmanship. One thing I like to do at the end of a presentation is to invoke “social proof”. By asking for a show of hands of those who are committed to coming to the next event or who are signing up (or whatever the next step is) , not only will the people who reply in the affirmative be more likely to follow through, the undecideds will be more likely to cross over into the action column.

In marketing, or in the courtroom or boardroom, many lawyers rely on the weight and persuasiveness of their information to get the job done. Often, it’s not enough. You must also inspire your audience and promote the next step.

The ultimate goal isn’t to educate. It’s to get the check.

If you want to get more checks and bigger checks, pick up a copy of The Attorney Marketing Formula:

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Filed Under: Closing the sale, Communication, Marketing legal services, Presentations, Public Speaking, Salesmanship Tagged With:

Which of these companies do you think we hired?

July 31, 2012 by
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Our air conditioning is having some challenges. My wife called a few service companies. It’s been hot lately so they were all busy.

As she told me the story, I couldn’t help thinking about the parallel to calling lawyers. Clients, like air conditioning customers, often choose a lawyer based primarily on how they are treated on the phone.

So, which of these companies do you think we hired?

COMPANY #1:

  • Abrupt, unfriendly, not compassionate
  • Can’t come out for a week.
  • Laughed and said,”good luck” when my wife said she’d have to call around

COMPANY #2

  • Pleasant
  • Can’t come today
  • “We should be able to come tomorrow; call in the morning and we’ll give you a time”

COMPANY #3

  • Can come today; gave us a 3 hour window and will call 30 minutes before to make sure we’re home (in case we need to run an errand)
  • Friendly, patient, re-assuring, confident
  • Gave us a price range: “Most repairs run between $x and $y
  • Described the technician’s licenses and (extensive) experience
  • Gave her name; “call me personally if you have any questions”
  • Asked, “Where did you find us?”
  • Mostly “5-star” reviews on Yelp

So, which company do you think we hired? And which one do you think we’ll recommend?

Plaintiff rests.

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Filed Under: Client relations, Closing the sale, Law office management, Marketing legal services, Online Marketing, Salesmanship

Three questions lawyers should ask prospective clients

July 27, 2012 by
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When you have a prospective client in the office or on the phone, chances are you assume they will hire you. At least you should. Assuming the sale is a smart strategy in any sales situation.

But what you think and what you say aren’t necessarily the same thing. Sometimes, it’s too early in the process to talk to the prospect about taking the next step. They’re not ready.

This article presents three questions you should ask to qualify the prospect and better prepare them for taking the next step. They allow you to gain valuable information about where the prospect is mentally, and help them to commit to moving forward because that’s what they want to do.

These aren’t the only questions you can ask, and they might not be appropriate to every situation. But they show the client you aren’t pushing them and help you to find out if there are any potential problems (with the client or their attitude) before you move forward.

Here are the three questions:

1. Was there a compelling event that caused you to request information from us?

Do they have a problem you can solve? Do they have a lawyer they aren’t happy with?

The problem they’re having may be obvious (e.g., divorce, accident, foreclosure). A similar question, i.e., “What brought you to see me today?” will get them to focus on “what happened” and get them telling their story.

2. What is the most important thing you hope to accomplish by solving this problem?

This helps you understand what they want and what they expect. If what they expect is unreasonable, you need to address this before you present your solution.

This also helps you find out if they are serious about solving their problem. If they are, it gets them to focus on results rather than how much you charge.

3. It sounds like you could benefit from our solution. What would you like to see happen as a next step?

I like this question because it invites the prospect to be a part of the process. There’s an old saying in sales: “If you say it, they can doubt it; if they say it, it must be true.” If the prospect tells you what they want you to do for them, they are effectively giving you the go ahead.

These questions will help you gain valuable information and position yourself as someone who cares about what the client wants, not just what you have to offer. The bottom line is a more relaxed and open prospect who sells themselves on hiring you, instead of you having to sell yourself.

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Filed Under: Closing the sale, Communication, Salesmanship Tagged With: , , , , , , , , , , , , , , , , , , ,

How to get prospective clients to see you as the ONLY attorney to choose

June 11, 2012 by
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Imagine you are looking for a new accountant. You’ve collected information about several candidates, but you haven’t spoken to any. You’ve narrowed your list to three accountants you plan to contact.

You call the office of the first accountant and tell the receptionist you want to talk to Mr. Roberts about possibly hiring him. You are told that you will need an appointment and you set one up for the following week.

You have a similar conversation with the second accountant’s office, but in this case, you are transferred immediately to Mr. Green. He tells you about his background and practice. He’s friendly and open and you schedule an appointment to meet with him as well.

You call the third accountant, Mr. Jones, and are transferred to his personal assistant, Sally. She asks you some questions and also sets up an appointment with Mr. Jones.

So far so good. Three decent candidates. You’ll meet all three in person within the next ten days and you hope you can choose the right one. You start making a list of questions you will ask when you meet.

You check your email. There’s a message from Sally, Mr. Jones’ personal assistant, thanking you for your call and confirming your appointment. Attached are some documents for you to review before you meet:

  • A letter confirming your appointment, directions, and parking instructions.
  • A F.A.Q. brochure about Mr. Jones, his firm and staff, fees, payment options and other basics a prospective client would want to know
  • Three articles by Mr. Jones, one about saving time and money with bookkeeping, one on how to minimize taxes, and one published in a bar journal about tax issues lawyers need to know that will help with do a better job for their business clients.
  • Another article, an interview of Mr. Jones that was published by a prominent CPA Journal
  • Three back issues of Mr. Jones’ newsletter
  • A booklet of testimonials from Mr. Jones’ clients, including several attorneys, and endorsements from other CPAs, financial planners, and a professor of taxation
  • Mr. Jones’ CV listing his education, experience, awards and honors
  • A two-page questionnaire to be filled out in preparation for your appointment, about your practice and your tax and accounting needs

Every page includes links to Mr. Jones’ web site. There you find additional information, articles, blog posts, white papers, and back issues of his newsletter. There is also a link to subscribe to his ezine via email and links to connect with him on social media. You follow several links and see he is connected to many attorneys, including many whose names you recognize.

The next day, you get an email from Mr. Jones himself. He says he’s looking forward to meeting you the following week, encourages you to fill out the questionnaire, and says he has already visited your web site to get some preliminary information about your practice.

Mr. Jones invites you to send him additional information about your practice that you would like him to see, and any questions you would like him to address.

The next day, in the postal mail, a hand written note arrives, signed by Mr. Jones. It says, simply, “I’m looking forward to meeting you next Wednesday.”

Over the next few days, you get two more emails from Mr. Jones.

The first is an article written by one of his other clients, a lawyer who practices in the same field as you. The email says something nice about this lawyer and Mr. Jones says he thought you might like to read the article, that a lot of his clients have found it helpful.

The second email contains a checklist Mr. Jones gives to all of his clients and a report that shows how to use it to save time and better prepare for tax time. The email invites you to contact Mr. Jones if you have any questions. The email is signed “Bob”.

Next week rolls around and two days before your appointment, you get an email reminding you of the appointment and asking you to either send your questionnaire in advance or to bring it with you.

The next day, the day before the appointment, Mr. Jones’ assistant calls you with a courtesy reminder. She asks if you have any questions, reminds you that they have free parking, and says she and Mr. Jones are looking forward to seeing you.

You haven’t even met Mr. Jones but you already know: he’s the one. You will probably meet with the others, just to be sure, but unless Mr. Jones has two heads and a forked tongue (and maybe even if does), he will be your new accountant.

What can be learned about this experience?

  • Mr. Jones used a “shock and awe” campaign to overwhelm you with reasons for choosing him over any other accountant. Even if you never read the documents he sent you, you are impressed by his diligence and thoughtfulness and convinced he has the requisite experience.
  • The personal touches he adds to the process made you feel good about him. He treats you like a client before you became one. He shows you respect, like you are a valued individual, not a name on a file folder.
  • He provides social proof (articles, testimonials, endorsements) of his experience with and commitment to attorneys as a niche market for his practice. He makes you believe he understands what you do. He shows you that he has helped others like you, suggesting that he can do the same for you.
  • He uses content (articles, blog posts, etc.) to do the heavy lifting. It proves he is good at what he did, without him having to say so himself.
  • It doesn’t take a lot of time to do what he does because almost everything is written in advance and he and his staff obviously use a checklist to manage most of the process.
  • He doesn’t do anything you couldn’t do. You may not have all of the documents he has, but you can start with what you do have and add more later.

I’m sure you can imagine what Mr. Jones will do when you arrive at his office, during the appointment, and after the appointment. Marketing is actually very simple: Treat people like you would like to be treated.

Take some time to outline the process for communicating with a prospective client for your practice. What can you do to show them what they need to see and hear so that they fall in love with you?

Done right, they will “know, like, and trust” you before they even meet you. You won’t just be the best choice, you’ll be the only choice.

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Filed Under: Client relations, Closing the sale, Communication, Law office management, Marketing legal services, Marketing Plan, Social media, Specializing Tagged With: , , , , , , , , , , , , , , , , , , ,

How to get fence sitters to pull the trigger

May 1, 2012 by
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Yesterday, I talked about using a special offer to get prospects on your list to hire you instead of another attorney. But what if they’re not ready to hire an attorney? How can you persuade them to do so?

Send them to school.

In your blog posts, newsletter, seminars, and private conversations, you must educate people about why they need an attorney, and why it should be you.

If they don’t know they have a problem, they’re certainly not going to do anything to resolve it. If they aren’t aware of the seriousness of the problem and the potential consequences, they still may not do anything. And if they don’t know the options that are available, they may think they don’t have any.

Your job is to continually make them aware of these problems and your solutions. But you can’t simply tell them, you have to show them, by telling them stories

My eighth grade history teacher made history come alive by telling stories about the people who lived it. Hearing about George Washington’s life, his struggles and victories, we not only learned about that period in our nation’s history, we were affected by it. We not only understood what it was like, we felt it.

If your prospects don’t feel something, if you simply deliver a steady stream of facts, they will eventually tune out. The facts are boring. Talk about people.

Pepper your messages with stories about people who are similar to your prospects. Give them a face and a name if possible. Describe their background. Talk about their problem and the pain it caused them. Or about the opportunity you helped them take advantage of. And then, talk about how this relief from pain or pleasure from gain. . . made them FEEL.

Because if you want your reader to do something (i.e., hire you), you have to transfer to them the feelings of other people who were in the same boat.

If you are allowed to use testimonials, do so. But a well told story can achieve almost the same effect.

But wait. You’re not done. In addition to stories of relief from pain or achievement of gain, you need to tell stories about people who didn’t take action, or took the wrong action. They did nothing, and lost. Or they delayed and missed out. Or they hired the wrong lawyer and wound up worse than when they started.

Success stories and tales of disaster. You need both.

And yet they still may do nothing. Why? Because. . . they don’t want to.

In “The Seven Reasons Prospective Clients Don’t Hire an Attorney,” I said that of all the reasons people don’t hire an attorney the most difficult to overcome (and the most frustrating) is, “No Want.”

If they don’t want it, they don’t want it. Why is that? I really don’t know. And as the late Jim Rohn used to say, “I wouldn’t enroll in that class.”

Keep them on your list. Continue to educate them. Keep telling them stories. One day, they may see the light. Maybe when someone they know encounters the very issue you’ve been warning them about. It’s like people who won’t do any exercise or quit smoking until their brother or best friend drops dead of a heart attack. That’s a story they can’t ignore.

In the mean time, don’t worry about it. Focus on the “easy to get” clients.

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Filed Under: Closing the sale, Communication, Copywriting, Marketing legal services, Writing Tagged With: ,

How to get more clients to choose YOU as their attorney

April 30, 2012 by
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You have a list of prospects, don’t you? These are people who get your newsletter or ezine, who read your blog, or with whom you otherwise communicate on a regular basis.

Some will hire you. You don’t have to say or do anything special. When they are ready, they will call.

Others will never hire you. No matter what you say or do. It doesn’t matter why they won’t hire you, that’s just the way it is. They can help you in other ways: referrals, traffic to your web site, Likes and follows.

Then there are the “maybes”. They may hire you, they may not. The fence sitters represent the biggest potential for you. What you say and do can influence them to get off the fence.

How do you get more people off the fence and dialing your number?

One way is to make an offer. Something that compels them to act.

One of my subscribers sent me the ezine he sends to his list. In it is an offer he makes to the “new clients” who lurk on his list. His offer: “Mention this newsletter and we will credit one hour of billable time against your first monthly invoice.”

Simple. You have to become a new client to take advantage of the offer. From the attorney’s perspective, it’s certainly worth one hour of credit to get someone to become a first time client.

Is he giving away that one hour credit to people on the list who would hire him anyway? Yes. But it doesn’t matter. It’s small potatoes. He earns much more by getting the fence sitters as new clients.

But let’s be honest, a one hour credit is only mildly enticing to someone who might have to pony up $10,000 or $20,000 to hire you. It’s not going to get someone who isn’t ready to hire an attorney off the fence. What it might do is get someone who is ready to hire an attorney to choose you instead of any other attorney.

You must assume that yours isn’t the only newsletter your prospect reads. If you’re the only one offering a one hour credit to new clients, however, when the fence sitter is ready to hire someone, it could tip the balance in your favor.

For prospects who aren’t ready to hire an attorney, you will have to do more than offer a one hour credit. How do you convince someone who isn’t ready? I’ll cover that tomorrow.

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Filed Under: Blogging, Closing the sale, Copywriting, Email, Marketing legal services, Newsletters Tagged With: , , , , , , , , , , , , , , , , , , ,

Seth Godin is a stupidhead

April 27, 2012 by
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Okay, not really. He’s actually quite brilliant, as his best-selling books and large blog following attest. And I agree with him most of the time. But about a week ago, he said:

The easiest customers to get are almost never the best ones.

If you’re considering word of mouth, stability and lifetime value, it’s almost always true that the easier it is to get someone’s attention, the less it’s worth.

Let’s think about this, shall we. . .

HARD TO GET CLIENTS

  • Make you sell them on why they need legal services and why they should hire you instead of any other attorney
  • Shop around, interview you, take forever to decide
  • Are skeptical and question everything; trust is paper thin
  • Bargain over fees (and question your bills)

EASY TO GET CLIENTS

  • Are ready to sign up, pay your retainer, and follow your advice

I’ll take the easy clients, thank you.

Easy to get clients usually come through referrals. They trust the party who refers them, who trusts you and can attest to your trustworthiness and value. Easy to get clients might also be frequent readers of your blog or newsletter. They may have heard you speak or met you through networking. They might be friends or followers on social media.

Easy to get clients are easy to get because they know, like, and trust you. When they need (and want) your services, they’re pretty much ready to go.

It’s true that hard to get clients can turn out to be some of your most loyal clients and ardent fans. They have examined you with a fine tooth comb and found you worthy. Having passed inspection, you get their business and their referrals. But this doesn’t necessarily make them better clients or worth more to you than their easy going counterparts.

And then there are those who are neither hard to get nor easy to get. They are the folks who saw your ad or found you through search. They require a bit more effort before they will hire you but that hardly makes them “hard to get” or less valuable as clients.

I think Seth may be referring to those big clients who have lots of firms competing for their business. These clients know they are valuable and take advantage of that. They demand, and get, the lowest fees and the most concessions. They cut into your margins and make you miserable trying to keep them happy.

You can have them. I’ll take the easy clients, thank you.

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