Strategic Marketing

Imagine seeing five different exit signs on the highway for the same destination. Confusing, right? Multiple sites for one firm can be similarly misleading for a law firm’s prospective clients. Some firms come to us with several sites for a single practice. They may have been told that this is a way to get more irons in the fire and dominate the SERPs. While there are a few exceptions, the rule is that a multi-site strategy usually does more harm than good for a firm’s visibility. Let’s cover the whole scope: why multiple websites appeal to law firms, how Google treats a single brand with multiple sites and the SEO advantages of a single-site approach. Why Firms Think They Need Multiple Sites Tricking Google with multiple websites? A delightful illusion, unfortunately, that many lawyers cling to in a misguided attempt to dominate the search engine results pages (SERPs). Firms may feel that they could achieve ranking with several URLs for the same keywords, filling the first page of Google with multiple sites that drive traffic back to the main brand. However, the multiple-site approach to SEO for lawyers tends to backfire. SERP cannibalization often leads to multiple pages and multiple sites from the same company competing for the same keywords. This can confuse search engines and dilute page authority. The result is that none of the pages rank well. Plus, managing multiple sites stretches you thin, requiring unique content and SEO strategies for each site which leads to inefficiencies and inconsistency instead of boosting visibility. Google’s View On Multiple Sites “Duplicate content is not only confusing for users, it’s also confusing for search engines. Creating one great site instead of multiple microsites is the best way to encourage organic growth over time.” –Google Google encourages businesses to focus on a single website. This is especially important in light of new algorithm updates that combat spam. Google ranks pages based on the authority of the site. Backlinks are generally good for SEO, but they can also be very spammy. A huge influx of backlinks, especially on new sites, may be viewed as inauthentic or spammy. Quality Matters More Than Quantity Increasingly, Google is looking at other signals beyond backlinks to assess a site’s authority and trustworthiness. Instead of spreading your SEO budget thin across multiple domains, Google is saying it’s more effective to create high-quality content and build genuine relationships with reputable websites. SEO Disadvantages of Multiple Sites Splitting your resources: Each new site requires time and effort to develop content, gain backlinks, and establish domain authority. Bye-bye budget: The financial commitment to succeeding with multiple sites is significant. Most firms are better off investing in a single, optimized platform. Reputation issues: Multiple sites can confuse prospects. When people encounter similar content across different sites, they may question your firm’s legitimacy. Decreased trust means decision fatigue and decreased leads. SEO Advantages of a Single Site Focusing your efforts on one robust website can more effectively communicate your value proposition and engage your audience. Reputation enhancement: By consolidating efforts into one site, you strengthen your firm’s authority and trustworthiness for both search engines and users. Better ROI: A single-site strategy offers better ROI by streamlining your SEO efforts. This approach simplifies management, reduces costs, and allows more investment in high-quality content, user experience, and technical SEO. Clearer data: A single site makes monitoring analytics easier, offering more accurate insights into audience behavior for informed decision-making. Exceptions There are a few situations where multiple sites might be beneficial. Sub-brands: If you’re experimenting with reaching a whole new audience under an entirely different brand, you might try a separate site to avoid confusing your existing clientele. Perhaps you’ve been serving car accident personal injury clients in Chicago but you want to try reaching farm worker injuries in rural Illinois. In this case, the SEO strategies will be very different regardless. (We should note that we don’t usually recommend creating a second brand to reach different audiences; often when firms try to “branch out” with new brands they struggle with authority signals because the brand doesn’t have any history or momentum.) Microsite: If you’re launching a product or promoting an upcoming event, you may want to develop a one-off site. But the SEO investment in microsites should be proportional. Internationalization: If you’re working in multiple countries, you may need dedicated sites tailored to local markets. These sites should offer content and user experiences that resonate with cultural, linguistic, and legal differences (i.e., it goes beyond mere translation). In each of these cases, separate websites can help ensure that your messaging aligns with your intended audience all while ultimately supporting your broader business goals. Of course, multiple domains make a lot of sense if you’re trying to get ahead of common misspellings or name variations or prevent competitors from snapping up related terms. But these domains will usually point to the same single website. Review and Next Steps The right approach to legal SEO should combine tested principles with personalized tactics specifically adapted to your firm, your market, and your growth goals.

Artificial intelligence (AI) has revolutionized content creation, turning what was once a time-consuming task into a smooth, efficient process. With AI tools, marketers can now produce high-quality content faster, allowing them to focus on strategic goals. But how can law firms leverage these advancements to enhance their marketing efforts? In this article, we’ll delve into the top types of AI-generated content, insights from HubSpot’s State of AI survey, and practical tips for integrating AI into your law firm’s content strategy. 1. Top Content Types for Generative AI AI-generated content is becoming increasingly popular among marketers. According to HubSpot’s State of AI survey, 46% of U.S. marketers regularly use AI to create marketing content. The most common content types include: Emails and Newsletters: AI can optimize email timing, generate catchy subject lines, and perform A/B testing to boost engagement. Social Media Posts: AI helps create content ideas and headlines and even optimize posting schedules based on audience behavior. Blog Posts and Long-Form Content: AI tools assist with topic generation, drafting, and personalizing content for specific audiences. Product Descriptions, Landing Pages, and Whitepapers: AI helps create concise, impactful messaging for various marketing channels. 2. AI-Generated Marketing Content in 2024 As AI continues to evolve, its role in marketing will only grow. In 2024, the global market for AI in marketing is projected to reach $2.6 billion, driven by businesses leveraging AI to create personalized, scalable content. Law firms can use AI to produce high-quality content across platforms like social media, blogs, and email marketing. With AI, you can automate repetitive tasks, freeing time for more strategic activities like client relationship management and case strategy. 3. Pros and Cons of AI-Generated Content Marketing Pros: Efficiency and Scalability: AI tools allow you to generate content quickly and efficiently, maintaining a consistent online presence. Personalization: AI analyzes client behavior, enabling more personalized content that resonates with your audience. Cost-Effectiveness: Automating content creation reduces labor costs, allowing your firm to allocate resources more effectively. Data-Driven Insights: AI can analyze vast data sets to uncover trends and optimize content strategies. Cons: Quality and Authenticity Concerns: AI-generated content can sometimes feel generic or disconnected, requiring human review and editing. Ethical and Privacy Issues: AI tools rely on large data sets, which can raise privacy concerns. Ensuring compliance with regulations like GDPR or the CCPA is critical. Dependence on Technology: Over-reliance on AI can stifle creativity, so it’s important to maintain a balance between AI-generated content and human input. 4. AI-Generated Content Marketing Tips Treat AI as a Collaborator: AI should enhance, not replace, your content creation process. Use AI to generate outlines, research, and initial drafts, then personalize the content with your firm’s unique insights and expertise. Automate SEO and Content Distribution: AI tools like HubSpot’s content assistant and SEO platforms can optimize your content for search engines, ensuring your law firm’s content is always relevant and visible. Focus on Dynamic Content Optimization: Leverage AI to monitor real-time data on how different segments of your audience interact with your content. Use Creative AI Prompts: When brainstorming, AI-generated prompts can inspire unique angles or topics that you may not have considered. This keeps your content fresh and engaging. Key Takeaways AI has the potential to transform your law firm’s marketing strategy by streamlining content creation, enhancing personalization, and providing data-driven insights. While AI-generated content offers efficiency and scalability, it’s essential to balance its use with human oversight to ensure quality and authenticity.

There’s a more effective—and versatile—tool for showcasing your law firm’s successful representations than case studies. Case Studies Are a Flawed Tool Case studies have their place as a marketing and business development tool, but they have notable flaws. First, they’re self-promotional. That’s not a surprise since they’re unabashed marketing and sales tools, nor is there anything inherently wrong with that. The problem is that they’re rarely engaging because they rarely provide value to readers. They exist to tell readers THAT a law firm achieved a result. They don’t exist to show HOW the law firm achieved that result. Second, and on a related note, case studies often have a problem-solution-result structure. As a result, they discuss successful client representations in a straightforward manner, often in a cold, clinical fashion. That’s great if a law firm wants to prioritize efficiency in its marketing and sales content. But this structure forces law firms to take a narrow approach to describing a client success that likely warrants a deeper discussion of the strategies they employed. (More on that in a moment.) Third, case studies naturally focus on a particular client’s legal problem and its solution. Because the solution was based on the facts and circumstances the client found itself in, case studies rarely have wider appeal beyond a limited number of prospective or current clients with the same legal/business problems and the same facts and circumstances as the clients featured in case studies. (That’s not a bad thing when a case study is part of a one-to-one or a one-to-few approach to business development, but it limits the efficacy of a case study when used as part of a one-to-many marketing program.) Finally, case studies’ standard problem-solution-result structure doesn’t allow law firms to get into the details of how they were able to secure the successful resolution of their client’s legal problem (while, of course, being mindful of privilege and confidentiality concerns). The structure is not conducive to law firms talking about the strategy and execution that helped bring that result to life. This is the fatal flaw of case studies. Thought Leadership Articles Are More Effective Tools for Showing Off Client Successes Than Case Studies When a law firm talks about the strategy and execution it employed to secure a favorable legal result for a client, it is conveying to clients and referral sources the knowledge, wisdom, and insights it has regarding that kind of legal/business issue. That knowledge and wisdom, and those insights, can go a long way in putting a law firm “on the map” in terms of clients and referral sources considering them the next time they or their clients have a legal/business issue they will look to an outside law firm for assistance with. Case studies do not allow for such discussions—but thought leadership articles do. That’s why they’re more effective tools for showing off client successes. Case studies are focused on achievements: “Here was the problem. Here’s what we did. We won. Congratulations to us.” All within generally 500 words or less. But with thought leadership articles, law firms can take readers behind the scenes and discuss how they overcame particular challenges and difficulties to secure a great result for their client. When they do that, they’re showing off the knowledge, wisdom, and insights their attorneys have. That’s what resonates with clients and referral sources. They’re seeing more than just the end result: They’re seeing the attorneys’ thought process, their adaptability, their strategy, and their execution. When clients and referral sources understand HOW a law firm was able to secure a great result for a client, they will gain a greater appreciation for how that law firm could help THEM with their legal or business issues and secure a similarly successful result. Thought Leadership Articles Are Also More Versatile Tools Than Case Studies When law firms produce thought leadership articles about a successful representation, they can distribute them just like they would a case study, such as via social media, email, and their website. But there’s one key channel law firms can distribute their thought leadership articles through that they can’t distribute their case studies through: media outlets. They can submit a thought leadership article to a third-party media outlet for publication, which gives them the opportunity to get it in front of people who might not already know the firm, might not be followers of the firm on social media, or receive the firm’s email newsletters. They’re exposing a whole new audience to their successful representation compared to a case study, which will almost always be transmitted through channels requiring a preexisting relationship with, or preexisting knowledge of, the law firm (e.g., website, social media, newsletter). In addition to an article in a third-party publication, a law firm’s thought leadership regarding their successful representations can take multiple forms, such as podcasts, short- or long-form videos, and webinars. Going even further, law firms can approach thought leadership regarding their successful representations from a bunch of different angles. They might start with a “how we did this” format, where their attorneys walk through three, four, or five different challenges they encountered when representing a client and how they overcame those challenges to secure a great result. But then, the attorneys have the opportunity to create derivative content, such as best practices for handling a type of legal issue or matter, or misconceptions when doing so, or red flags regarding some aspect of the legal matter at the center of their case study, or lessons learned from handling that type of legal matter, or even comparing and contrasting various ways to approach that type of legal matter. A Few Words About Privilege and Confidentiality Concerns While reading this post up to this point, you might have thought, “But what about confidentiality and privilege? Won’t they impact how my law firm approaches discussing successful client representations in the form of thought leadership content?” Of course they will, though those concerns will also impact how your law firm drafts its case studies. When creating thought leadership content about how your firm approached a client matter, you and your colleagues will obviously need to not give too much detail about your client, their circumstances, and the ins and outs of their legal or business issue. But you can still communicate the strategies your firm employed and the steps it took to assist the client in a way that does not divulge privileged or confidential information. It’s actually a good thing that you don’t go into deeper detail about what your firm did. By having to zoom out a bit, the thought leadership content will be applicable to more potential clients. Removing details about specific facts and events means more similarly situated clients will think that your law firm could help them with their similar legal or business issues instead of focusing on how your firm helped a client in a specific situation with specific facts and circumstances those similarly situated clients aren’t facing. A Better Approach To Communicating Client Successes Thought leadership content regarding successful representations of clients is a more effective and versatile tool for showcasing those representations than case studies. Their added depth and potential for both multimedia formats and derivative content should elevate them to the tool law firms use most often when discussing successful client representations in a marketing or business development context. Sure, case studies have their place in the legal marketing and business development mix. But they can’t carry the intellectual and persuasive weight that thought leadership content about client successes can.

The Communication Challenge In the legal profession, attorneys exist because of one essential factor: their clients. Yet, according to surveys by the International Bar Association, the American Bar Association (ABA), and the California Bar Association, the number one complaint from clients is a lack of communication. This pervasive issue transcends firm size, practice area, and geography, affecting attorneys worldwide. Understanding the client’s perspective is crucial. While procedural justice and therapeutic jurisprudence have explored attorney-client interactions from the attorney’s viewpoint, the client’s experience has been largely overlooked. This article delves into why communication is at the heart of a successful attorney-client relationship and offers practical strategies to exceed client expectations. The Importance of Communication Building a trusting relationship with clients is often the cornerstone of success in any legal matter. Surprisingly, surveys reveal that at least 50% of successful clients report dissatisfaction with their attorneys, not due to incompetence or negligence, but because of poor communication. In a study of 44 successful clients, 60% cited communication issues as their primary concern. A significant report by the International Bar Association involving 219 senior counsels found that poor communication was the leading reason clients terminated their attorney-client relationships. This issue spans all demographics and practice areas, highlighting a systemic problem in the legal industry. The Cost of Poor Communication According to the ABA’s “Profile of Legal Malpractice Claims,” only 10% of malpractice claims stem from the poor application of the law. The remaining 90% result from poor communication with clients. This staggering statistic underscores the critical importance of effective communication—not only to maintain positive relationships with clients but also to protect against malpractice claims. Clients have shared their frustrations in surveys, expressing feelings of being ignored, demeaned, or left in the dark by their attorneys. One client noted, “I went to my attorney because of her reputation and expertise, but she just doesn’t listen. She assumes I don’t understand anything. This is my case, I want to be heard.” Another added, “My attorney never bothered to explain the legal terminology. I felt like I was begging for information about my own case.” These statements reflect a broader sentiment that many clients feel unimportant and undervalued when their attorneys fail to communicate effectively. Understanding and Managing Client Expectations Clients don’t expect constant communication but need to feel secure, informed, and significant to their attorney. They want to hear from their attorney at key moments, whether there is progress, no news, or when there is bad or good news. Even when attorneys are busy, clients still need reassurance that their case matters. Understanding client expectations can be challenging, especially for those who are new to the legal process and may have unrealistic views shaped by popular media. However, attorneys can manage these expectations by educating clients about the legal process, setting clear communication protocols, and maintaining regular updates. Educating clients about the legal process helps them form more realistic expectations and reduces their anxiety. When clients understand the steps involved in a lawsuit and the typical timeline, they are less likely to feel frustrated by perceived delays or lack of communication. Establishing a regular communication schedule that includes both updates on their case and educational insights into the legal process tells clients that their attorney is invested in their case and their well-being. Practical Steps for Better Communication To exceed client expectations, attorneys should focus on two critical areas: listening and regular communication. 1. Listening. Anxious clients need to feel heard. Attorneys should: Listen carefully to their clients’ goals and concerns without interrupting. Consider the emotions driving the conversation and respond empathetically. Validate the client by repeating back what they’ve heard before responding. Clients who feel their attorney is truly listening are more likely to trust and feel satisfied with the legal process. 2. Communicate Regularly. The illusion of communication is a common pitfall. Attorneys may think they are communicating enough, but clients often feel differently. Regular communication should include: Updates on the case’s progress. Explanations of any legal terms or processes the client may not understand. Regularly scheduled check-ins, even if there is nothing new to report. This consistent communication helps clients feel informed, valued, and respected. The Bottom Line Effective communication is not just a courtesy; it is a fundamental aspect of the attorney-client relationship that can significantly impact the outcome of a legal case. By listening carefully, managing expectations, and maintaining regular communication, attorneys can build stronger, more trusting relationships with their clients. In doing so, they not only enhance their professional reputation but also protect themselves from potential malpractice claims.

It is essential to fill an open position at your law firm. Whether it is an attorney, paralegal, legal assistant, or administrative staff member, most law firms cannot afford to have key positions remain open when there is work to do. When positions are not filled, essential work is likely not being done. To the extent it is being done, it might mean that an employee has to do the job of two employees, like an attorney handling a more extensive caseload than they can comfortably manage. Sometimes, it might mean that an employee performs job functions outside their normal job functions and qualifications. Some Candidates Might not Be Local When your firm posts open positions, applications can come in from candidates who are outside the locality. The candidates are in another city or state. Sometimes, the applicant is in another part of the world. Recruiters may even recruit outside the locality where few local candidates are applying. The hope is they can lure somebody to the job location. Thus, it is increasingly likely that when a law firm looks at potential candidates, the pool consists of local candidates, with some that are not. What Concerns Should Law Firms Have About Non-Local Candidates? When candidates are not local and need to relocate for the position, law firm managers and owners need to screen these candidates carefully. Below are some questions a law firm may want to look into: Would the candidate be happy if they uprooted to a new location to take the position? If the candidate relocated for the position, would they stay long-term? Or would they be looking to return home at a later date? How long would it take the candidate to uproot and begin if the position was offered? Consider that many candidates may need to sell a home, uproot their family and kids, etc. Has the candidate ever been to the location where the position is? If they have, what do they think of the city, state, and locality? If they have not, are they sure they want to move somewhere they have never been? Would they return home if a position of equal quality and salary became available in their current location? Or would they stay once they accepted the position? Will the candidate need moving expenses to accept the position? If so, is the law firm willing and able to cover them? In the end, law firms may decide to hire candidates who are relocating. If the answers to the above questions or similar questions in an interview are positive, the relocation may work out. But if the answers are not positive, and the law firm has a candidate who is already local with equal or superior credentials, a law firm may decide to hire the local candidate. A local candidate can usually begin quickly. The reality is that many candidates who accept positions outside their locality back out once they get a job offer in their home state/city. Many candidates who accept positions get homesick and want to return home after some time. If the law firm is fronting moving expenses, it is frustrating if the candidate doesn’t stay a long time. It can also result in disruptive turnover within the law firm.

In the competitive landscape of the legal field, establishing oneself as a thought leader is paramount. Publishing a by-lined article in a respected legal publication serves not only as a testament to a lawyer’s knowledge but also as a strategic tool for career advancement and business growth. Let’s explore how this influential piece of content can transform your professional trajectory. Positioning as an Industry Thought Leader 1. Credibility Enhancement Lawyers gain substantial credibility by contributing well-articulated, insightful pieces to esteemed legal publications like The American Lawyer, Law 360, or The National Law Journal. This demonstrates their deep understanding of complex legal matters and establishes their authority in the field. 2. Peer Recognition A by-lined article offers the opportunity for peers to recognize and respect the unique insights of the lawyer, fostering professional relationships and collaborative opportunities within the legal community. 3. Client Attraction Potential clients are often impressed by a lawyer’s published works. Articles that resonate with readers can lead to new client inquiries, offering a direct pathway to expanding one’s client base. Amplifying Exposure Expanded Reach: Articles published in legal journals or online platforms are accessible to a broad audience, including prospective clients, referral sources, and legal contemporaries. Media Attention: Journalists and media outlets often turn to published articles for authority opinion, which can result in further exposure through interviews or quotes. Enriching Content Quality Here are tips for ensuring an article’s success: Engaging Introduction: Draw readers in with a compelling narrative or a provocative question. Substantive Body: Provide thorough analysis and unique perspectives on relevant legal topics. Clear Conclusion: End with strong takeaways that reinforce your main points and provide practical value. Maximizing Post-Publication Benefits Once the ink dries and your article is out in the world, it’s time to magnify its impact. Social Media Sharing: Disseminate your article across LinkedIn, X.com (aka Twitter), and other professional networks to foster engagement and discussion. Follow-up Content: Consider writing blog posts or hosting webinars that expand on the article’s themes, keeping the conversation going and your profile in the spotlight.

Lawyers often carry out marketing programs under the misconception that if they offer general information about their practice, their prospects will figure out the rest. Wrong! If you assume your prospects will fill in the blanks, you’re asking too much. For example, if I said to my prospects, who are attorneys, “I’m a marketing consultant for lawyers” and told them nothing more, I might get a few phone calls, but not enough to sustain a business. As consumers, you and I are bombarded with hundreds of marketing messages every day. We do our best to screen them out unless the product or service interests us. The problem is, sometimes we get so good at screening out advertising that we exclude even those ads that could have helped us had we paid attention. Then we turn the tables. As marketers, you and I take little comfort knowing that our prospects try to screen out our messages as successfully as we screen out messages from other advertisers. How you craft your marketing message and how you deliver information directly relates to whether your prospects focus on your message or tune it out. The most powerful marketing messages are specific and direct. They leave nothing to your reader’s imagination. What’s more, you’ll find that the more information you provide, the more your prospects believe your message because it is positive and specific. These tips will increase your prospect’s interest, your credibility, and your chances of getting the response you want. Apply these tips through all of your marketing communications: Tip #1: Provide Full Facts That Support Your Marketing Message When you identify and prove the problem exists—and identify and prove your solution works—you should include specifics, numbers, facts and detailed descriptions in every step. Here are sample statements about lawyer marketing. Which do you find most persuasive? Statement 1: Lawyers who market their practices increase their average income. Statement 2: Lawyers who market their practices increase their average income by 300%. Statement 3: Lawyers who market their practices increase their average income from $75,000 to $225,000 per year. Summary: Statement one offers no specifics. It may be true, but you find no facts on which you can rely. It is nothing more than an unsubstantiated claim. Statement two is more vivid because of the 300%, which is clearly an eye opener. Statement three is the most persuasive because it gives exact dollar amounts that you clearly understand, rather than a percentage. Disclaimer: Don’t rely on these numbers because I made them up. But even if the numbers aren’t correct, they look correct because they are specific. Specifics create the appearance of truth. Your marketing is vivid, persuasive, and credible when you include specifics. No question, when you write in generalities, you write more quickly. But the time it takes to research and include precise facts is well rewarded because your persuasive powers increase dramatically. Tip #2: Invite Your Prospects to Take Action At one time or another, you’ve probably called a business only to find that the person who answered the phone was less than helpful and, perhaps, downright rude. After we experience this a few times, all of us wonder whether our calls are welcome. In your materials, use statements like: I invite you to call with your questions or concerns. I’ll be happy to talk with you over the phone or in person, whichever you prefer. You could rephrase it, focusing on “you”: You’re invited to call me to discuss your company’s legal matters. I’ll be glad to talk with you over the telephone, or in my office or yours, whichever is easiest for you. Tip #3: Tell Prospects the Action You Want Them to Take The more you leave to chance, the more you risk that your prospect won’t do anything. Here are a few action statements: To receive your free copy of my Executive Briefing on Director’s Liability, call (phone number) or e-mail (address). If you’d like to talk with me over the telephone, call (phone number). Call now to reserve your seats for my next seminar: (phone number). Tip #4: Tell Prospects How Easy It Is to Respond Your prospects may perceive contacting you to be such a hassle that, instead, they decide to “just forget it!” What’s more, they may hate leaving messages because not all lawyers return phone calls. Take these steps: Tell prospects how easy it is to respond to your offer. Then assure prospects that, if you’re not available when they call, you’ll return their calls promptly. For example: You can reach me by phone (number), fax (number), or e-mail at (address)— whichever you prefer. If I’m with a client when you call, I’ll get back with you just as soon as I’m available. You can reach me simply by picking up the phone and dialing (number). If I’m out when you call, I promise I’ll return your call just as quickly as I’m back in the office. Tip #5: Tell Prospects the Specific Services You Offer Law has become so specialized that your services may be more narrow or broad-based than your prospects expect. The only specific, direct way to cover your bases is to describe in detail the services you offer. Because if your prospects don’t think you provide a particular service, they’ll call someone else. To attract prospects who need specific services, you should spell out in your marketing materials the services you offer. Tip #6: Name the Specific Clients You Serve If your field of law is broken down by the types clients you serve, spell out those types or groups. If prospects don’t see their group in your materials, they could easily conclude that you won’t represent them. Tip #7: Provide Specific Facts Whenever Possible One of my friends is a trial attorney who won the largest judgment in Arizona. When I refer a prospect to him, if I told the prospect only that he is a trial attorney, they might not know what that means. This is because people think of lawyers more for the types of cases they handle and the type of law they practice than for the methods they use (trial) to achieve the result. So, instead, I give them key facts on which they can rely: First, I say he is my friend, which transfers my credibility to him. Second, I say he won a $1,500,000,000 judgment at trial, the largest ever awarded in Arizona, which proves he is a skilled, experienced lawyer. Third, I say he has handled several cases for my wife and me, which serves as our testimonial. Three key facts, all true, all specific, and all designed to help the person decide whether to contact this lawyer. In conclusion, you hurt your marketing effort when you use words that are not specific or direct. Don’t assume anything. Spell out everything. Generalities hurt. Specifics persuade.

When it comes to marketing for lawyers, building a relationship with your prospective client is critical. Before a client will trust you, they must feel as though they know you and like you. This is where regular writing can be a big help. By regular writing, I mean using a blog, a newsletter or a weekly email to keep up communication with your base of clients and prospective clients. Writing and sharing these articles with some frequency will allow your readers to gain insight into your mindset. It allows them to project themselves into your world and they can actually develop a relationship with you through your writing. You Write for Two Audiences: Clients and Referral Sources When I introduce this as an important component of marketing for lawyers, I always receive some resistance. This comes from criminal lawyers, immigration lawyers, personal injury lawyers and family lawyers. They tell me that people will not even visit their website until they have a need for their services. While this may be (partially) true, when they do visit your website, they will read EVERYTHING that is up there. If the information is only about you and your law firm, they will not have a full understanding of how you can help them. It is far better to have them read an ongoing narrative of your thoughts than to read a canned bio. Referral sources will also regularly read everything you write. It is critically important that your referral sources know you, like you and trust you. If you can keep them interested in what you have to say, on a daily, weekly or monthly basis, you will be amazed at the business that comes your way. Think about the member of the clergy who wants to refer immigration cases to you or the financial planner who needs to refer a divorce attorney to a client. If they want to send this referral to you, how will they gain any insight into who you are and your philosophy? How to Write When attorneys start writing on a regular basis, they complain about the amount of time it takes. It does take time to organize your thoughts and put them into a coherent format for print or Internet consumption. But it is not like writing an academic research paper. You are writing to develop a relationship. Nobody is grading you. While including facts and figures is good, sometimes people are more interested in what you think and how you feel about the topic. That is how relationships are developed. You do not build a relationship in a sterile environment with clinical information. It is messy and emotional. That’s life and that’s how you should write. There are four elements that should be included in an article you are writing for the purpose of building a relationship. These elements are summarized by using an acronym. P.O.K.E. That stands for Personality, Opinion, Knowledge and Entertainment. Those are the four things readers are looking for when they read your writing. Below are some ways to incorporate each of these elements into your writing style. Personality Each of us has a distinct “voice” when we write. Legal writing tends to dull that voice. You need to find it and put in on display in your marketing. Be a real person. Demonstrate some emotion. People are not hiring a robot when they need a lawyer. They are hiring a flesh and blood human being and they expect you to act like one. Show them who you are through your writing. Opinion What do you think? How do you feel about this topic? Those are the questions running through the mind of the reader while they are reading your article. If you take a stand, offer an opinion, some people will disagree with you. Some may even be turned off. But others will bond with you forever. Have some courage. Give your opinion. Your readers want it. Knowledge Educational marketing is fantastic for demonstrating knowledge. Your challenge is to do this in a way that is not condescending or demeaning. Help your readers discover the truth; do not beat them over the head with it. You are helping people explore, grow and understand; you are not teaching. There is a huge difference. Entertainment People want to feel something when they walk away from reading your work. You must engage them emotionally. That is what entertainment is all about. You must, at some point, tap into their emotions and stir up some kind of feeling in them. That is the only way to truly develop a relationship with them. Writing this way is an acquired skill. It takes practice. Start by thinking about how you tell a story and model your writing after that. Then go back and look for each of the elements of the P.O.K.E. method in your article. If you can identify them, you’ve done well. If you can’t, see what’s missing and add it in later. It’s also very important to remember that all of these elements must be interesting to the reader. This can be done in three different ways: Third-Party Stories Telling a story about a third party is an effective way to get your point across to your audience. Think of the story as an educational opportunity. Grab the audience and pull them into the story but wrap it up with an educational message. The third-party story blends emotional appeal with the appearance of a logical fact pattern. Case Studies Case studies are a more academic version of the third-party story. They contain actual facts, case information and often will contain citations. Many people use case studies when they want to make a logical appeal to their audience. Some people find this methodology to be more sterile and academic. Personal Experience This is the most effective form of writing. When you tell a story about yourself, it allows the audience member to paint a mental picture of the entire situation. The receiver of your message will suspend disbelief and “get into” the story. They will feel the emotions you felt. They will relate to you. These three additional methods of emotionally engaging the audience of your message are all highly effective. The only decision you need to make is which method makes the most sense for you. Experiment with each writing style in your attorney marketing.

As part of your law firm’s strategy, you want (ideally) to align your pricing methods, metrics and communications with your clients’ value proposition. That, of course, is easier said than done. Most firms struggle to achieve the delicate balance between the rates they need to charge and the rates clients are willing to pay. And all firms face the same fear: What if you miscalculate and lose your best clients? Still, there comes a time when you have to increase your rates to stay profitable. How to Raise Fees without Losing Clients So, how do you implement a rate increase without driving away the client? It comes down to communication, metrics, timing and value. Here are some thoughts on how to go about it. Get over the fear factor. Don’t let fear keep you from raising rates! Chances are, if you are making excuses to avoid a rate hike, those excuses are a cover for speculations based on fear. Communicate the “whys.” When your firm has specific reasons for raising rates, tell your clients. Perhaps you froze rates during the recession out of consideration for your clients’ financial situations, or to keep their business. Maybe you wrote off a considerable amount of time each month resulting in even lower effective rates. No matter how big or small, letting clients know about these financial courtesies builds goodwill—and it can be a great client development tool. Understand the metrics. Before deciding to increase your rates, know your firm’s economics. Do you know where your break even point is, profit-wise? How much it costs to produce a billable hour, or a brief? Or your costs by timekeeper? Understanding the economics makes it much easier to determine the increase. Keep in mind that smaller increases—3 to 5 percent per year—are generally better, and are met with less resistance when they are implemented consistently (i.e., the same time each year). When setting rates, it’s not just about what the firm “needs” to charge to break even, but also about what the firm “wants” to generate in fees. Review your costs, calculate your break even point, and determine a suitable rate. You might also consider the 80/20 scenario: Identify the 20 percent of your clients who generate the least profit and either raise their rates or terminate them. If this sounds harsh, keep in mind that you are in business to generate profit—you cannot afford to carry unprofitable clients just because you like them. Timing is everything—no surprises! The worst thing you can do is fail to tell clients about your rate increase, instead letting them find out when they open their next invoice. Let your clients know in writing that you are increasing rates and provide sufficient notice, perhaps 60 days. Also, as a best practice, make sure your engagement letters include language indicating the firm will, upon notice, adjust rates periodically. This should alleviate some pushback. Some clients will resist and attempt to negotiate the proposed rate increases. That opens the door for discussions about the actual value of legal services provided ... and brings us to No. 5. Talk about the value being delivered. Will you lose some clients who aren’t willing to pay a higher rate? Maybe. But if you do, your firm needs to ask an important question: Why doesn’t the client perceive the full value of the services provided? Get past the fear factor and help clients understand the value your firm delivers. At every chance, seize the opportunity to educate them!