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Developing an Internal Marketing Plan for Law Firm Success

Developing an Internal Marketing Plan for Law Firm Success External business development efforts depend heavily on the internal marketing program. Where an internal plan does not exist, the results of a marketing effort can at best be ineffective and at worse chaotic and embarrassing. Just as external programs frequently measure the audience to see if their needs are being met, so too does a good internal program. The internal component serves four purposes: to motivate, inform, coordinate, and educate. An internal program is a vital part of the external plan. + read more

Classifying Client Personalities to Better Accommodate Their Legal Needs

Many attorneys do not really understand what clients need. They may feel they understand their client's legal needs and are active in client trade and community groups. But personal relationship with each client may not progress as the attorney once had envisioned it might. For instance, attorneys can make a concerted effort to provide very detailed information with all their work so clients would understand the comprehensive nature of the services offered. For some clients this did not seem enough, while for others the detail was overwhelming. One client may actually become upset with a lengthy report, impatiently interrupting the attorney's explanation by demanding, "What's the bottom line?" Attorneys can have doubts that they will ever find a middle ground that satisfies all their clients. One solution is to learn the client's personality types and speak their individual "languages." + read more

Providing Good Legal Service To Your Clients

Attorney Jones did not understand why his practice was not developing more quickly. He had been in practice for seven years and had been an associate with a respected firm for three years prior to branching out on his own. His academic record was excellent; he graduated in the top third of his class at a well-known law school. Jones' professional record was also good. He, more often than not, provided the results his clients wanted. Some of Jones' clients had developed relationships with other attorneys and had discontinued their work with him. Jones felt that to some degree this would continue to happen and that this was not always within his ability to control. The number of potential clients referred to him had decreased over the past year. He was not sure what had caused this. + read more

Building Relationships With Your Legal Clients

Personal information about clients eases the relationship-building process that is part of a successful law practice. Knowing the client well and making sure the client is aware of that knowledge adds to attorney-client trust. + read more

Enhancing Your Legal Practice with Quantitative Surveys of Clients and Potential Clients

A group of partners and associates at a law firm in a medium-sized city felt they needed to get a complete understanding of where the firm stood in the eyes of its target market (ideal clients), particularly in relation to other firms serving the same market. Because they wanted to gather the opinions of a number of people in a relatively short amount of time, the personal interviews that go with qualitative research were ruled out. The firm decided to undertake a quantitative research project. + read more

Enhancing Your Legal Practice With Qualitative Group Surveys

If individual interviews cannot or will not be used by an attorney to gather client information, a group interview or "focus group" is an effective option. In the case of firms and even practice groups, the technique uses panels of clients to focus on broad concerns. + read more

Acquiring Feedback from Your Legal Firm's Clients

The most personal technique to learn client perceptions is conducting one-on-one qualitative interviews. The process can be time consuming, but it generates a wealth of valuable information and demonstrates concern for client sensitivities. All attorneys should do a client qualitative survey no less than once every 12 months, and more frequently is highly recommended, the relatively few clients that account for 60 to 80 percent of the revenue of the attorney should all be interviewed as a minimum. + read more

Marketing Your Practice as Part of a Successful Legal Career

To make strategic choices without regard to competition, a few relatively simple concepts are often overlooked. Many attorneys are responsible for developing their own clientele. This is obvious for sole practitioners, but is also true in firms of all sizes. Certainly, individual attorneys are responsible for legal service that will satisfy the client and retain them as future sources of business. Attorney salary and progress are determined, to a great extent, by his or her success in satisfying clients. + read more

Focusing on the Right Clients for Legal Success

Successful legal services marketing, as achieved through the client focus, is not a broad-based program but an individualized effort. It is one attorney’s decision to recognize the power of client relationships. The client focus is based on two important facts: + read more

Tackling the Menace of Workplace Bullying

In a Workplace Bullying Survey, as recent as of 2007 (when the recession had not yet hit the economy), by WBI-Zogby, and considered to be the largest scientific study of bullying in the United States, certain findings were made that emphasize the need of employer intervention to reduce this malady. Among many findings of the survey, the following are relevant to the present article: + read more

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