MARKETING YOUR FIRM Part II

In response to just how popular last week’s post ‘Marketing Your Firm’ (https://lntvinsight.wordpress.com/2015/11/20/marketing-your-firm/) proved to be, we thought we’d follow it up with another further brief extract from that same forthcoming programme ‘Marketing your Firm’ in the Practice Management & Compliance channel.  This time the extract comes from our interview with Ian Stephens, Managing Partner of Saffron Brand Consultants, who talked to us about branding (http://saffron-consultants.com/approach/ian-stephens/)

Interviewer: Talk us through how you go about creating a brand.

Ian Stephens: Well, at the heart of a brand process there are four steps, the first one is what we call discover, so that’s about market research, both understanding what your clients might want and do want. Understanding who you are, what you do, how you do it. So it’s basically the market research end of things. Second step is what we call define, so working out from all those possible things what actually is your strategy. So you define your brand strategy, what message you want to take out to the world. The third stage is design, and that doesn’t only mean visual identity, it means how do we design the service, the experience that we want our clients to have of this service? And then the last one, often the most difficult, is deploy, so how do we make that all happen in the real world as opposed to the PowerPoint presentations we’ve been working with up until now. So a four step process which can be done over weeks or months or even years, but at the heart of it you’re still following that four point process.

Interviewer: So what do you need to think about when assessing the market in which you operate and your role within it?

Ian Stephens: Well, the legal market is a very big and diverse and global market, so there are lots places to be in that market. So part of the research and the defined stage is very important to choose your territory, to choose your story. And there are three, there are three, if you like, overlapping circles, one is what do your clients need, because they’re actually going to pay for something they need, not just what you think they need, so ask them. Those things may be what you think they are, they may be something else. The second thing is what are you good at, and that’s not such a stupid question because you can’t be great at everything and there might be, for whatever reason, you’re particularly entrepreneurial or you’re particularly good at an area of law, you’re particularly good at a type of situation. And then the last one is what can other people do less well than you? And you’re not looking for something unique that nobody else can touch, but you’re looking for emphasis, so you’re trying to find things that clients genuinely do need and that you are, to some extent incredibly able to deliver, and then ideally something that not very many other people can do. Get all those three right and then you start to have a proposition as we might call it, that is quite valuable.

Interviewer: And once you’ve settled on your brand, how do you go about managing it?

Ian Stephens: Well, this is the really tough bit because, actually, defining a story is not so complicated as actually making that real, because a law firm of even 50 people, you’ve got 50 personalities to deal with, 50 human beings to deal with, a law firm of 10,000 people, you multiple that so many times. And so the big challenge in implementing your strategy is to actually deploy it with ruthless precision across all the touchpoints of what we call the client journey, how you manage that client experience at every single touchpoint so that it’s in line with your brand values, and that where things are not in line with those brand values you have to try to take steps to correct them.

MARKETING YOUR FIRM

We were recently lucky enough to have Sue Stapley, a solicitor and founder of reputation management firm Sue Stapley Consulting (http://www.suestapely.com/) in our studios to discuss how best to market your law firm. Here is a brief extract from that interview, which will be released in full as part of our programme ‘Marketing your Firm’ in the Practice Management & Compliance channel:

Interviewer: Now we all have occasions when we need to make a good impression in a short space of time. What exactly is a mini-pitch or an elevator speech as it’s sometimes known?

Sue Stapley: I think they are sort of interchangeable. My understanding – and I’m not an expert on succinctness – is that it is being able to explain – in one or two sentences at the most – precisely who you are or who the organisation you are representing is or what it does. The phrase ‘elevator pitch’ came from the Americans, of course, who said you should be able to describe your business in the time it takes to travel between floors in a lift or elevator. And the opportunities probably arise most often nowadays at receptions where, I don’t know about you, but I seem to spend probably far too much time standing with an empty glass in my hand in a crowded room talking about my business to other people. And one obviously wants them to remember what it was that one said in case, at some point in the future, they might find your services of use and need to be able to contact you. It is a very succinct statement of who you are and what you do, such that they can remember enough to come back to you if they want to.

Interviewer: So what do you think it should include?

Sue Stapley: The name, and if there’s anything that makes the name more memorable, use that. I’ve been criticised several times for being nothing like serious enough, but my own name is mis-spelt regularly and sometimes mispronounced, and I simply say if you think of shapely, Stapely will probably come to mind. It’s very arrogant but it works, they remember. And one sentence which you will probably need to actually physically write down and work on to get right until it trips off the tongue without your hesitating over it and without you being feeling embarrassed about it, but if you are a small niche practice that specialises in insurance claims then that’s how you want to be seen, and you would say ‘I’m with Seek, Grabbit and Run I’m in a small niche practice that specialises in insurance claims, we’re based in Norwich’. And that’s probably all that you want people to know. That’s enough for them to remember the name, you can make a joke of it if it’s a name that has some joke potential – to make it more memorable – they need to know where you’re placed and they need to know the sector of the business that you’re in.

Interviewer: Have you got any other tips for lawyers that might be thinking about putting together a pitch?

Sue Stapley: Just a few. I think the first and most important is make yourself impossible to dislike. Remember that the client or the potential client is making a choice about a person, a human being or a team of people. Secondly, never forget the support staff, even when you have to do the walk from the lift, which may be with the PA of the person who’s interviewing you, talk to them, be friendly, be nice, they may actually have a voice in the decision-making process so it’s worth being friendly to them as well. And the PA may be the one that’s making the appointments every time you go back into the building, and if she likes you and put in a good word for you it could be helpful. Another quick one is never forget to rehearse your presentation. Just because you’re skilful lawyers and expert in your field – and I would hope you all are – don’t assume that you can do a pitch without rehearsing. Actually put yourselves in the room, get some colleagues to role play the potential client and grill you, and make sure that you go through it clearly so that you know who’s going to say what at what point in the presentation and how. And then finally, follow up: after you’ve done your presentation, hopefully well and successfully, there’ll probably be several weeks delay while they’re seeing other people or considering, you may not hear at once, but the very same day that you’ve done the presentation I would recommend either sending an e-mail or making a phone call – whichever is appropriate – thanking them for their time, saying how much you enjoyed meeting them, maybe seeing their business if you had an opportunity to do that, and how much you’d enjoyed working with them. If there were any questions that you weren’t able to answer at the pitch let them have that information, whether it’s the name of a referee or two who will talk about you positively, or whether it’s a problem that came up that you couldn’t actually offer a solution in the meeting but you’ve had a chance to think about. That demonstrates, again, your enthusiasm for working with them, and that’s always very seductive.

A huge thank you to Sue for making the time to come and be filmed answering our questions, we know the finished programme will be a great one and useful to all those that watch it.
Until next time…

http://www.lawcolmedia.com

SILENCE FOR PARIS

This week’s blog will be delayed as a sign of respect, as the thoughts of all here at LNTV HQ are with those who died or were injured, and their families and friends, in Friday’s attacks.

#SilenceForParis

NEW SENTENCING GUIDELINES COME INTO EFFECT 1ST FEBRUARY 2016

Here at LNTV HQ we are busy starting to write our new Crime channel programme on the Sentencing Guidelines for theft offences, when along comes another Sentencing Guideline – two in a month – we are being spoilt!

On 3rd November 2015 the Sentencing Council (https://www.sentencingcouncil.org.uk/) finally published their Definitive Guideline for the Sentencing of Health and Safety, Corporate Manslaughter and Food Safety and Hygiene offences (https://www.sentencingcouncil.org.uk/wp-content/uploads/HS-offences-definitive-guideline-FINAL-web.pdf).  They will apply to all sentences on or after 1st February 2016, no matter the date of the breach.

Fines are to be linked to a defendant’s turnover, continuing the recent trend of large increases in the level of fines being imposed by the courts in cases such as those involving Hugo Boss (fined £1,200,000) and Lindsey Oil Refinery (fined £1,400,000).

Under the new Sentencing Guideline, organisations are categorised as follows:

Micro = turnover of less than £2,000,000

Small = turnover between £2,000,000 and £10,000,000

Medium = turnover between £10,000,000 and £50,000,000

Large =  turnover of £50,000,000 or more

To give just an example, for large organisations, fines are suggested from a starting point of £10,000 up to £4,000,000 for health and safety offences, extending up to £10,000,000 for those with high culpability and which have caused a high level of harm.  In addition, fines of up to £20,000,000 are suggested for those convicted of corporate manslaughter.

The guideline confirms that the fine must be “sufficiently substantial to have a real economic impact which will bring home to both management and shareholders the need to comply with health and safety legislation.”

Look out for our future programme on these new sentencing guidelines.

http://www.lawcolmedia.com