Post on 23-Mar-2018
AVVO Lawyernomics 2017Law Firm Marketing – A Failure to Plan is a Plan to Fail
NAME:
Are you ready to COMMIT to growing your firm?www.HowToMANAGEaSmallLawFirm.com/Lawyernomics
You may have already figured out these reasons for not committing plans for growing your law firm to paper...
You might not know enough...
You might not see clearly enough...
You might not believe enough...
You might not care enough to do the work.
This workbook requires you to physically write things down, to make the vision clear, to identify what you don’t know and commit yourself to what you believe.
(Adapted from Seth Godin’s “Ship It” available for free by conducting a simple internet search
using his name and the book’s title)
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics4
Happy Lawyers hijack Legal Tech NY!
“I loved this booth and now love Happy Lawyers and will pay thousands of dollars for whatever Happy Lawyers coaching and consulting they provide. These guys win, hands down.”
Legal Tech NY ~Juris
“BEST SWAG!”
“Reigning supreme in this year’s Best of ABA Techshow Swag post was How to Manage a Small Law Firm, which set
up a pen full of puppies to hold, pet and adore”
~ ABA
http://bit.ly/1SXMyVJ
http://bit.ly/1peOaT3
© 2016 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Appointment4
GET THE RECOGNITION YOUR FIRM DESERVESAPPLY TODAY!
VISIT WWW.LAWFIRM500.COM
AN AWARD CELEBRATING THE 500 FASTEST GROWING LAW FIRMS IN THE COUNTRY
w h at i s h ow t o m a n ag e a s m a l l l aw f i r m ?
LIVE QUARTERLY MEETINGS
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 5
w h at i s h ow t o m a n ag e a s m a l l l aw f i r m ?
our team
Rjon Robins Owner
Alejandra Leibovich Owner
Christopher Anderson President & COO
Rick Gramatges Senior Director of OPS
Chelsey Lambert VP Marketing
Athelene Gosnell Law Firm Management
Terrence Fogarty Law Firm Management
Caroline Finman Law Firm Management
Justin Crawford Law Firm Management
Renee Robertson Events Director
Kristen David Law Firm Management
Brian Matter Law Firm Management
Aron Schulz Law Firm Management
Henry Harlow Law Firm Management
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics6
“ You can’t plan a bright future with your head up your ass.
- Rjon Robins
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 7
b i o s
Christopher T. Anderson is a proud father, husband, pilot, entrepreneur and lawyer. Christopher has a singular passion for helping law firm business owners achieve success … on their terms. Mr. Anderson focuses on helping lawyers understand the fundamentals of running our special kind of business, with emphases both on our clients and on the stakeholders of the law firm, including an uncompromising focus on meeting the law firm owners’ own definitions of personal, professional and financial success. In short, through his frequent talks around the country, and his work with individual firms, Christopher helps them be Happy Lawyers!™
President & COO
Christopher Anderson
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics8
Making Your Law Firm BUSINESS Work For You
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 9
What’s going to STOP you
What’s going to Start you
Everything you need to know to grow a
law firm from $0 (start-up) to over 7
figures...if that’s what you want to do...
and help alot of people along the waY
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics10
Your client comes to you for advice. S/he wants to
invest in a business without a written business plan that
explains how the business is supposed to honor its legal,
finanancial and its professional obligations?
YES NO
QUESTION: Would you ever advise/allow your client
to make this investment?
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 11
YES NO
Do you have a written-down business plan
that explains in plain English how your
business is supposed to make a profit for ALL
your stakeholders?
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics12
W H AT I S A L AW F I R M ’ S B U S I N E S S P L A N “ s u p p o s e d t o b e ” ?
A business plan tells a story that is supported by numbers. Joan Magretta’s article “Why Business Models Matter” (Harvard Business Review, May 2002) states, “When business [plans] don’t work, it’s because they either fail the narrative test (the story doesn’t make sense) or the numbers test (the P&L doesn’t add up).”
In its simplest sense, a law firm’s business plan describes how the firm is supposed to make money (and how much) for its shareholders by serving its clients (and in how many different ways).
Law firms which fail to make enough money eventually face insolvency and soon cease to be of service to anyone. And too often a law firm’s financial troubles are heralded by predictable declines in client satisfaction, increased attorney and staff discontent and bar grievances.
It has been estimated that 54% of bar grievances filed nationally in the US trace their roots to one of four common shortcomings connected to the law firm’s business plan:
1.) No-one can explain in simple terms how the firm is supposed to deliver on promises made to its clients (the “factory” is broken);
2.) No-one can demonstrate how much or whether the firm is supposed to deliver on promises made to its investors and stakeholders (the “finances” are being neglected);
3.) No-one is showing-up to do the work of managing the business or minding the store (usually a sign of an immature business mindset); or
4.) Total absence of any written plans for the business at all (also known as “willful neglect”)
The business of a law firm is to sell legal services. The professional and profitable law firm accomplishes this legitimate business objective by helping its clients and prospective clients evaluate their situation and current course of conduct, and where appropriate, offering to provide professional services which are reasonably-calculated to help the client improve the situation, on terms which are favorable to both parties.
There are four predictable “stages” a law firm goes through from start-up to maturity: • $0 - 250K: Creating a Law Practice• $250K - $500K: Upgrading to a Law Business • $500K - $1M: Breaking the 7 Figure Barrier • $1M: Solo Millionaire Firm
These four stages are most obviously recognized on financial terms. But a more sophisticated analysis reveals increased equity, personal freedom and professional satisfaction amongst owners, shareholders, staff and often clients too.
A law firm’s business plan is just that. A plan for the business. A law firm’s written plan for growth is meant to be an internal working document. It should not be confused with an investment grade or the credit-grade business plan, which typically requires far more rigorous research, analysis and documentation.
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 13
PERSONAL BUDGETInstructions: Figure out how much it cost to live the way you are currently living, then figure out how you want to be living, then figure out how much it cost to live the way you want to be living.
HOME NOW GOAL % DIFFERENCE
• Mortgage/Rent
• Utilities
• Telephone/Cell
• Domestic Services
• Maintenance
• Groceries
• Other
ENTERTAINMENT • Restaurants
• Theater/Sporting events/etc.
• Hobbies
• Social Clubs
• Dues/Subscriptions
• Toys (ex: boat, motorcycle, etc.)
EDUCATION • Adult personal development
• Child 1 529 plan/current tuition
• Child 2 529 plan/current tuition
• Child 3 529 plan/current tuition
• Child 4 529 plan/current tuition
• Other
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics14
INSURANCE NOW GOAL % DIFFERENCE
• Health
• Life
• Disability
• Auto Home
• Boat
• Other
DEBT SERVICE • Credit Card 1
• Credit Card 2
• Credit Card 3
• Student Loans
• Personal lines of credit
• Alimony
• Child support
• Retirement
• Other
SAVINGS/RETIREMENT
• Account 1
• Account 2
• Account 3
• Other
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 15
A. Your definition of a “successful” business –
In order for me to consider my business to be successful, it must provide $ _________ per year/ $ _________ per month income for me.
In order for me to consider my business to be successful, it must be able to sustain itself as a going concern with me away on “emergency access only” for _________ consecutive wks/year, so that I can __________________________ .
On average, I want to be able to run my business giving it _________ hr/wk + ___________ wks/year.
Current How I want to be living 18-24 months
Household: Household:
Transportation: Transportation:
Education: Education:
Insurance: Insurance:
Total $ Apples Total $ Oranges
Instruction: Please keep apples with apples and oranges with oranges. To do this, convert all annual cost to a monthly expense. For example, if your family annual vacation will cost $12,000, simply divide that annual cost by 12 to get $1,000/mo.
To live the way I want to be living, 18-24 months fro now, my business must produce, $_________ net profitfor me and my family. This represents a difference of _________ % (oranges – apples / apples) from wheremy business is today. Note: Please complete this exercise for each owner who does not share household.
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics16
B. To be a “successful” business that I can be proud of, my business should help / solve / create /deliver /make the world a better place for (describe your target customer /client) by (describe how your business will will accomplish this objective.)
C. In return for the value my business produces for it’s customers /clients passengers / patients / the world, it is my goal that my family and I should enjoy the following material comforts:
D. Volume of Business • Net Profit Required ÷ Profit Margin (%) = Gross Revenue Required • Gross Revenue Required ÷ Average Case Value = # Sales Required •# Sales Required ÷ Conversion Rate (Prospect to Client) = # Prospects Required (“At Bats”) •# Prospects required /12 = “at bats” required each month.
Example: • $100,000 Net / 50% average profit margin (.50) = $200,000 Gross; • $200,000 Gross / $2,000 Avg sale amount = 100 Sales required; • 100 Sales required / .33 conversion rate (1 out of 3) = 303 Prospects required • 303 Prospects (annually) / 12 = marketing must deliver 25.5 prospects per month
©2016 How to Manage a Small Law Firm II, Incorporated. All Right Reserved.14 15©2016 How to Manage a Small Law Firm II, Incorporated. All Right Reserved.
© 2016 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Appointment 11
v
W H AT I S A L AW F I R M ’ S B U S I N E S S P L A N “ s u p p o s e d t o b e ” ?
A business plan tells a story that is supported by numbers. Joan Magretta’s article “Why Business Models Matter” (Harvard Business Review, May 2002) states, “When business [plans] don’t work, it’s because they either fail the narrative test (the story doesn’t make sense) or the numbers test (the P&L doesn’t add up).”
In its simplest sense, a law firm’s business plan describes how the firm is supposed to make money (and how much) for its shareholders by serving its clients (and in how many different ways).
Law firms which fail to make enough money eventually face insolvency and soon cease to be of service to anyone. And too often a law firm’s financial troubles are heralded by predictable declines in client satisfaction, increased attorney and staff discontent and bar grievances.
It has been estimated that 54% of bar grievances filed nationally in the US trace their roots to one of four common shortcomings connected to the law firm’s business plan:
1.) No-one can explain in simple terms how the firm is supposed to deliver on promises made to its clients (the “factory” is broken);
2.) No-one can demonstrate how much or whether the firm is supposed to deliver on promises made to its investors and stakeholders (the “finances” are being neglected);
3.) No-one is showing-up to do the work of managing the business or minding the store (usually a sign of an immature business mindset); or
4.) Total absence of any written plans for the business at all (also known as “willful neglect”)
The business of a law firm is to sell legal services. The professional and profitable law firm accomplishes this legitimate business objective by helping its clients and prospective clients evaluate their situation and current course of conduct, and where appropriate, offering to provide professional services which are reasonably-calculated to help the client improve the situation, on terms which are favorable to both parties.
There are four predictable “stages” a law firm goes through from start-up to maturity: • $0 - 250K: Creating a Law Practice• $250K - $500K: Upgrading to a Law Business • $500K - $1M: Breaking the 7 Figure Barrier • $1M: Solo Millionaire Firm
These four stages are most obviously recognized on financial terms. But a more sophisticated analysis reveals increased equity, personal freedom and professional satisfaction amongst owners, shareholders, staff and often clients too.
A law firm’s business plan is just that. A plan for the business. A law firm’s written plan for growth is meant to be an internal working document. It should not be confused with an investment grade or the credit-grade business plan, which typically requires far more rigorous research, analysis and documentation.
© 2016 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Appointment12
7 PARTS OF A LAW FIRM
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 17
7 PA RT S O F A L AW F I R M
©2016 How to Manage a Small Law Firm II, Incorporated. All Right Reserved.14 15©2016 How to Manage a Small Law Firm II, Incorporated. All Right Reserved.
© 2016 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Appointment 11
v
W H AT I S A L AW F I R M ’ S B U S I N E S S P L A N “ s u p p o s e d t o b e ” ?
A business plan tells a story that is supported by numbers. Joan Magretta’s article “Why Business Models Matter” (Harvard Business Review, May 2002) states, “When business [plans] don’t work, it’s because they either fail the narrative test (the story doesn’t make sense) or the numbers test (the P&L doesn’t add up).”
In its simplest sense, a law firm’s business plan describes how the firm is supposed to make money (and how much) for its shareholders by serving its clients (and in how many different ways).
Law firms which fail to make enough money eventually face insolvency and soon cease to be of service to anyone. And too often a law firm’s financial troubles are heralded by predictable declines in client satisfaction, increased attorney and staff discontent and bar grievances.
It has been estimated that 54% of bar grievances filed nationally in the US trace their roots to one of four common shortcomings connected to the law firm’s business plan:
1.) No-one can explain in simple terms how the firm is supposed to deliver on promises made to its clients (the “factory” is broken);
2.) No-one can demonstrate how much or whether the firm is supposed to deliver on promises made to its investors and stakeholders (the “finances” are being neglected);
3.) No-one is showing-up to do the work of managing the business or minding the store (usually a sign of an immature business mindset); or
4.) Total absence of any written plans for the business at all (also known as “willful neglect”)
The business of a law firm is to sell legal services. The professional and profitable law firm accomplishes this legitimate business objective by helping its clients and prospective clients evaluate their situation and current course of conduct, and where appropriate, offering to provide professional services which are reasonably-calculated to help the client improve the situation, on terms which are favorable to both parties.
There are four predictable “stages” a law firm goes through from start-up to maturity: • $0 - 250K: Creating a Law Practice• $250K - $500K: Upgrading to a Law Business • $500K - $1M: Breaking the 7 Figure Barrier • $1M: Solo Millionaire Firm
These four stages are most obviously recognized on financial terms. But a more sophisticated analysis reveals increased equity, personal freedom and professional satisfaction amongst owners, shareholders, staff and often clients too.
A law firm’s business plan is just that. A plan for the business. A law firm’s written plan for growth is meant to be an internal working document. It should not be confused with an investment grade or the credit-grade business plan, which typically requires far more rigorous research, analysis and documentation.
© 2016 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Appointment12
7 PARTS OF A LAW FIRM
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics18
i c a n e x p l a i n t o m y s t a k e h o l d e r s h o w e a c h o f “ t h e 7 m a i n p a r t s ” o f m y b u s i n e s s a r e s u p p o s e d t o w o r k .
KEY 0 - Never really thought about it before
1 - I could explain but it would have to be verbal because it’s not in writing.
2 - I could show them something in writing but it’s more than 24 months out of date.
3 - I have this part of my business plan in writing and relevant to how my business currently operates.
SCORECIRCLE ONE
Marketing 0 1 2 3
Sales 0 1 2 3
Factory 0 1 2 3
People 0 1 2 3
Physical Plant 0 1 2 3
Money & Metrics 0 1 2 3
You 0 1 2 3
TOTAL:
1Marketing
2Sales
3Factory
4People
5Physical
Plant
7You
6Money & Metrics
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 19
0 - 7 • Probably your environment is ruling YOU. Your life is mostly REACTIVE. Few choices. Little control. You may not even believe you can have a million dollar solo law firm. You may still think the only way to double your current revenues is to double your workload. And you’re already working enough! There may be more evidence in your life and business right now that you cannot reach the next level of growth than there is evidence that you CAN. And it’s very likely too, that the only company you have are others who are similarly-situated people who like to make alot of excuses.
8 - 10 • Very likely you feel very frustrated. Because you KNOW you have alot of untapped POTENTIAL. But you feel like you can’t get ahead. Some days you probably feel like you want to burn your office down and hide under the covers. Other days, you get a glimpse of the possibilities and feel inspired. If only you could get your business more under control and have more “good” days.
11 - 15 • Most days you probably feel somewhat inspired. Depending on the velocity of growth in your business you may still wonder at how fast it can all happen and wonder if it’s just a fluke. Ordering from the “left” side of the menu (the side without the prices) is beginning to feel natural. And it should! Because you’re beginning to figure out that you can grow your business simply by using it as a vehicle to help more people. Even if you can’t prove or explain or defend it to anyone else you know in your gut you could break the 7 figure barrier if only you could get some clarity around some key points about your business. And having a group of like-minded entrepreneurial peers to collaborate with, hold you accountable, and keep you motivated would certainly help too.
16 - 21 • Now you know why highly-sucessful people the world-over say it’s lonely at the top. You want to know what you’re truly capable of. But most of the people around you cannot fathom why you still get up & go to work every day. They call you a workaholic. But that’s only because they have no idea to love what you do. They don’t understand. They think you’re just being greedy to want to grow your business. You don’t dare try to explain that your business only grows because it helps more people, and what’s wrong with that? You can’t talk about your favorite subect with your clients. Most of your friends & family have no real idea what it means to be CEO of a successful & growing business that grows by helping more people. And you dare not share your feeling with your staff.
Revenues are probably $0-250K
Revenues are probably $250-500k
Revenues are probably $500k-1MM
Revenues likey over $1MM
g r a d i n g
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics20
B U S I N E S S P L A N M AT R I X
Marketing Sales Factory PeoplePhysical
PlantMoney & Metrics You
Internal Policies
External Policies
Procedures
Check Lists
Templates
Examples
Systems
+
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 21
What Parts of Your L ife Will Be
WORSEWhen the Revenues of Your Business
ARE DOUBLE?
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics22
Our actions express our priorities.
-Mahatma Gandhi
People who are interested, do what’s convenient,
People who are committed do whatever it takes
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 23
OUR DEFINITION OF A
SUCCESSFUL
BUSINESSFinancial:
Personal:
Professional:
Note:
The business should produce enough NET income to afford the owner(s) the lifestyle they actually WANT to live, not just what they can get-by on, settle-with or compromise on. We don’t care if you want to live in a big house or a little house, take your family on luxury vacations or go camping, provide a private school education or leave it up to your kids to get scholarships becuase you think it builds character. We love to hit the occasional dive-bar and taco stand too. The only thing that matters here is that you’re honest with YOURSELF about how you REALLY want to be living and that your business generates enough net-income for you to afford THAT lifestyle.
The business should honor its legal, financial and professional obligations while affording the owner(s) enough control over the amount and quality of time they have to enjoy the fruits of their labors. If the only way for your business to make a million dollars is for you to sacrifice your personal life, you don’t really own a business you only have a job. And your job owns you.
The business should work for its owners, not the other way around. Being a “business” means it can continue to honor its legal, financial and professional obligations even when the owner(s) choose to (or have to) step-away for a little or a long-time with “Emergency Access Only”. The first 6 “Main Parts” of the business should be in alignment with and operate to support the 7th. That means the business should do work the owner is proud of. The business should improve people’s lives in ways that matter to the owner(s) of the business. And the business should be an expression-of and in alignment-with the values of its owner(s).
You may not agree with OUR definition of a “Successful” business. That’s ok with us. We can still do business together. We can still be friends. At the end of the day the only person whose definiton of a “successful” business that should really matter to YOU...is your own!
“They will tell you you can’t sleep alone in a strange place. Then they’ll tell you you can’t sleep with somebody else. Ah, but sooner or later you sleep in your own space.. Either way it’s okay you wake up with yourself.” ~ Billy Joel “My Life”
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics24
YOUR DEFINITION OF A
SUCCESSFUL
BUSINESS
Professionally:
Other:
Time: WKS/YR:
HRS/WK:
Financial / Money: $ (Net Revenue)
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 25
w h e r e i s yo u r b u s i n e s s n ow ?
FINANCIAL PERFORMANCE
Gross revenues for last 12 months:
Gross revenues for PREVIOUS 12 months:
Gross revenues for the last 90 days:
Number of weeks worked in last 12 months:
Number of weeks worked in PREVIOUS
12 months:
Number of weeks worked in last 90 days:
Number of hours worked in an
“average week”:
Number of weeks that you took off in the last 12 months:
Number of weeks that you took off in the
PEVIOUS 12 months:
Number of weeks that you took off in the
last 90 days:How happy are you?
PERSONAL
PROFESSIONAL
* It is an utter cop-out to say there is no such thing as an “average” week for you. This is also a mathematical impos-
sibility. We know some weeks will be crazy and others will be quite slow. What’s average/typical/normal?
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics26
PROFESSIONAL CONTINUED
How happy/confident are you about each of The 7 Main Parts of your business to keep-on, keeping-on even with you away on “Emergency Access Only” for 30 consecutive days:
SCORECIRCLE ONE
Marketing A B C D F
Sales A B C D F
Factory A B C D F
People A B C D F
Physical Plant A B C D F
Money & Meterics A B C D F
You A B C D F
TOTAL:
÷ BY 7:
TOTAL SCORE:
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 27
n o t e s
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics28
The 4 Stages of Law Firm Growth:
How to identify the stage you’re in and push through
so you don’t get stuck.
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 29
4 stages of law firm growth
CREATING A SUCCESSFUL PRACTICE
UPGRADING YOUR PRACTIC TO A SUSTAINABLE BUSINESS
GROWING YOUR BUSINESSTO BREAK 7 FIGURES
BECOMING A CEO: PROFITING FROM YOUR PURPOSE
STAGE 1$0 - $250,000
STAGE 2$250,000 - $500,000
STAGE 3$500,000 - $1MM
STAGE 4M$1MM ++
CHALLENGES: CHALLENGES: CHALLENGES: CHALLENGES:
OPPORTUNITIES: OPPORTUNITIES: OPPORTUNITIES: OPPORTUNITIES:
• TOO MUCH TIME WITH WRONG CLIENTS
• HAVE TO DO ALL THE WORK
• DONʼT BELIEVE GROWTH IS POSSIBLE
• LEARN TO EFFECTIVELY SELL LEGAL SERVICES
• GAIN CLARITY & FOCUS ON BUSINESS MODEL
• SYSTEMS BEGIN FORMING
• MORE TIME OFF• REVENUES BECOME
MORE RELIABLE & PREDICTABLE
• MAXIMIZE PROFIT• OPPORTUNITY TO SCALE• CAN STEP AWAY FROM
FIRM EASILY
• CHANGE THE WORLD• DISCOVER YOUR REAL
POTENTIAL • CONTROL YOUR TIME• MORE FUN!!
• UNWILLING TO GIVE UP THE “DOING”
• AD-HOC SYSTEMS ARE OUTGROWN
• BUILD & LEAD YOUR “A-TEAM”
• FINANCES NOW WARRANT CONTROLS
• FEEDING THE FACTORY• OUTGROWING PHYSICAL
PLANT
• LONELINESS• BOREDOM• STAKES ARE HIGHER
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics30
Stage 1 – Creating A Successful Practice
$0 - $250,000
OPPORTUNITIES CHALLENGES
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 31
OPPORTUNITIES CHALLENGES
Stage 2 – Upgrading to a Sustainable Business $250,000 - $500,000
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics32
OPPORTUNITIES CHALLENGES
Stage 3 – Growing your Business to Break 7 Figures
$500,000 - $1,000,000
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 33
OPPORTUNITIES CHALLENGES
Stage 4 – Becoming a CEO: Profiting From Your Purpose
$1,000,000 +
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics34
Marketing:
Building a business by helping others
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 35
what happens to each part of your business if:
...If Marketing delivers TOO MANY of the wrong kinds
of potential new clients to Sales?
...If Marketing deliver the right kinds of potential
new clients but to the WRONG PLACE or at the WRONG
TIME?
...If Marketing delivers the right kinds of potential
new clients to the right place, at the right time, but
with the WRONG EXPECTATIONS and/or in the WRONG
FRAME OF MIND?
1Marketing
2Sales
3Factory
4People
5Physical
Plant
7You
6Money & Metrics
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Marketing is fun when it’s about helping others
They’re Not Buying What I’m Selling
How to build a marketing plan.
The TWO main jobs of marketing.
Choosing the right kind of marketing for where you are.
Funnel management.
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m a r k e t i n g p l a n
NET Income Goal:
GROSS Revenue Req:
Value Avg Case:
Net x 2= Gross
Gross / Avg Val= #Cases
How many cases does the firm need?
Cheat Sheet
Historical Conversion Rate:
How many PNC does marketing have to deliver?
Per Year:
Per Month:
Per Week:
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M A R K E T I N G : K N OW YO U R C L I E N T
4 TYPES OF PERSPECTIVE NEW CLIENTS:
1. The True Believer
2. The Skeptic With Criteria
3. The Skeptic With No Criteria
4. The Naysayer
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MARKETING: CLIENT GRADING SCALE
A
B
C
D
F
Types of cases we take
Types of cases we don’t take
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M A R K E T I N G F U N N E L
Have a problem or opportunity they don’t know
about ($1MM+)
Know they have a problem or opportunity
and are looking for a solution ($500K – $1MM)
They have a problem or opportunity and think
you might be the solution ($250 – $500K)
They have a problem or opportunity that you can help them solve (0 – $250K)
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M A R K E T I N G : S A M P L E S T R AT E G I E S
examples: monthly inVestment:
Paper newsletter mailed every month for 12 months to: 500 former clients; 100 strategically-chosen potential referral sources; All 100 current clients; and 300 prospective new clients we’ve met through networking, who requested it from the website, and just in our daily dealings.
$2,500
Pursue relevant-industry speaking engagements $1,000
“Work” an industry networking event twice-a-month every month for 12 months. “Working” a networking event is not the same thing as just going there and socializing with a bunch of people you already know or just going there to try & meet everyone in the room. The group must be chosen strategically, there must be an in-room strategy, and a follow-up strategy too.
$500
Begin experimenting-with and testing online ads $500
Maintain monthly file review & status-report procedures with all current clients. $500
Maintain Former Client Courtesy Check-in Procedure $500
Website strategy to build your list. Meaning, your website should have a strategy that causes the right kinds of prospective clients to request more information if they’re not ready to shchedule an appointment right now.
$100
Interview potential referral sources and assemble your “Team 100” $100
Electronic version of paper newsletter emailed to all of the above PLUS 2,500 more potential new clients and referral sources who requested it via the website, social media, etc.
$100
Maintain Your Rainmaking Rolodex $25
Make 3 Referrals Per Week $0
Social Media Strategy $0
total annual inVestment: $68,800
roi: $400,000 (580%)
NOTE: Do NOT try to implement most/all of this when your business is still only in Stage 1!!! Start with a few. Test. Refire. Test.
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n o t e s
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Download the complimentary list at www.HowToMANAGEaSmallLawFirm.com/151Marketing
151 Things You Can Do To Market Your solo law firm
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Marketing Execution:
The small law firm’s guide to implementing effective marketing campaigns
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
17
19
125
250
25,000
33%
90%
10%
50%
1%
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
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M A R K E T I N G C A M PA I G N P L A N
1 2 3 4 5
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
pay per click
1
Don’t pay more than you need to
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
social media
2
It’s not them, it’s you
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
your website
3
What it is for, and what it isn’t!
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PRINT ADVERTISINGLuckily your competition is
doing it wrong
WORKSHOPSEducate your market with
compelling content
4 5
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
print advertisign
4
Luckily your competition is doing it wrong
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
WORKSHOPS
5
Educate your market with compelling content
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MARKETING CAMPAIGN PLAN
PAY PER CLICK Don’t pay more than you need to
1 2 3 4 5
1
WHAT DO I DO WHEN ONE STOPS WORKING?
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
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M A R K E T I N G C A M PA I G N P L A N
CAMPAIGN NAME: _____________________________________________
CAMPAIGN TYPE: _____________________________________________
# Sales Needed _____________________________________
Appointment to Sales = ____________ = ____________
Booking to Appointment Show up = ____________ = ____________
Call to Action to Booking = ____________ = ____________
Click to Call to Action = ____________ = ____________
Impression to Click = ____________ = ____________
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IDEA TO IMPLEMENT BEST FIRST ACTION(S)
1
2
3
4
5
6
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
Which idea on this page, if implemented, would have thebiggest positive impact on your business and/or life? #
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
B E S T O F S E S S I O n
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Automatic Referrals:
ow to trigger more repeat and referral business from current and former clients
b o n u s m at e r i a l s
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Stop NetSocializing and start NetWorking
Super Networking
Knowing the difference.
Magic statements.
Networking goals.
Understanding why we are networking in the first place.
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How to trigger more repeat and referral business from current and former clients
Automatic Referrals
How to cultivate referral sources.
It’s all about them!
Keeping referral sources loyal to you.
The other magic words.
The magic words.
© 2017 How To MANAGE a Small Law Firm.com - Schedule An Informative Call: www.HowToMANAGEaSmallLawFirm.com/Lawyernomics 63
TEAM 100 MARKETING SYSTEM
Put Your Networking / Referral Program On Steroids
USING THE TEAM 100 SYSTEM
Introduction:The ‘Team 100’ referral program is perhaps the most powerful referral-generating program there is. It can boost your referrals 100-fold in no time at all. If done correctly, it will take no more than just a couple of hours of your time each month. The prescription that follows has been specially adapted for the busy lawyer who owns a small law firm. It is based on original work by New York Times Bestselling author and internationally acclaimed expert on networking, Bob Burg and marketing expert, David Frey, who learned about it from the late Thomas Leonard.
The idea is to educate 100 (actually 99 – because you’re one of them!) other professionals on what you do and at the same time, ask them to tell you what it is they do. No favors, no begging, no debt, no keeping score. Just an honest, generous and powerful approach.
Why other professionals? Because professionals know and come in contact with lots of other people, some of whom are absolutely perfect to be your clients. It’s just a matter of expanding your network to tap into the network of other professionals. Simple, doable, easy. No selling required, just honesty.
This marketing system is great for you to use because…
• It really does give you a fabulous network of professionals to help you build your business very quickly
• You can quickly demonstrate your expertise by keeping in touch with your Team each month
Why Is This Marketing System So Effective?1.Your Team 100 is easy to create.
2.Other professionals will respond very positively to the Team 100 format
3.You get yourself known very quickly by the professionals in your locality
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TEAM 100 MARKETING SYSTEM
Materials And Resources
• Team 100 Form
The Process
For a quick guide, please see ‘Team 100 Marketing System Process Flow Chart’.
Team 100 Marketing System Process Flow Chart
1. Print Team 100 Form
2. Collate Contact Details
3. Send Letter And Form
4. Grow Your Team
5. Monthly Follow-Up
6. Generate A Lifetime Of Referral Income
7. Manage The Response
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TEAM 100 MARKETING SYSTEM
TEAM 100 FORMSpecialty Name Phone E-mail
Business and Work
1 Architect - Commercial
2 Business Broker
3 Business Coach
4 Car Leasing Expert
5 Career Consultant/Planner
6 Computer Consultant
7 Conflict Management Expert
8Estate Agent - Commercial Property
9 Executive Coach
10 Graphic Artist
11Head Hunter/Job Placement/Recruiter
12Independent Financial Adviser (Commercial)
13Insurance Broker (Commercial)
14Internet Marketing (SEO, Pay Per Click, etc.)
15 Internet Service Provider
16 Land Agent (Commercial)
17Marketing/Busines Development
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TEAM 100 MARKETING SYSTEM
Specialty Name Phone E-mail
18Painter and Decorator – (Commercial)
19 Printer/Copy Place
20 Professional Networker
21 Professional Writer
22 Sales Training Expert
23 Software Consultant
24 Team Building Consultant
25 Technical Writer
26 Time Management Coach
27Website DesignerMoney and Legal
Money and Legal
28 Accountant - CPA
29Attorney - Copyright/ Trademark
30Attorney – Corporate/ Business
31 Attorney - Criminal
32 Attorney - Estate
33 Attorney – Family Law
34 Attorney – International
35 Attorney – Personal Injury
36 Attorney - Real Estate
37 Attorney - Small Business
38 Attorney – Tax
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TEAM 100 MARKETING SYSTEM
Specialty Name Phone E-mail
39 Bank Loan Officer
40 Bank Manager
41Bookkeeper/Bill Paying Service
42Independent Financial Ad-viser
43 Insurance - Business
44 Insurance – Home/Auto
45 Insurance – Liability
46Insurance – Life/Health/Disability
47 Property Manager
48 Realtor - Commercial
49 Realtor - Residential
50Retirement Counselor/Planner
51 Stockbroker
52 Venture Capitalist
Personal and Health
53 Acupuncturist
54 Audiologist
55 Chiropractor
56 Dentist/Cosmetic Dentist
57 Developmental Disabilities
58 Elder Care Facility
59 Elder Care Specialist
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TEAM 100 MARKETING SYSTEM
Specialty Name Phone E-mail
60 Fertility Expert
61 Funeral Director
62 Orthodontist
63 Massage Therapist
64 MD - Cosmetic Surgeon
65 MD - Dermatologist
66 MD – Family Medicine
67 MD – Internist
68 MD – OB/GYN
69 MD – Ophthalmologist
70 MD - Psychiatrist
71 MD - Sports
72 ND (Naturopath)
73 Nutritionist
74 Pharmacist
75 Physiotherapist
76 Speech Therapist
77 Therapist - ADD Expert
78 Therapist – Depression
79 Therapist - Relationships
Personal Services
80 Adoption Expert
81 Air conditioning/Heating
82 Architect
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TEAM 100 MARKETING SYSTEM
Specialty Name Phone E-mail
83 Auto-mechanic/Car care
84 Car Leasing Expert
85 Carpet Cleaner
86 Caterer
87 Childcare/Babysitter/Nursery
88Clothing Store Owner – Children’s
89 Clothing Store Owner – Men’s
90Clothing Store Owner – Women’s
91Clothing Store Owner – Used Clothing
92 Cobbler – Shoe Repair
93 Dog Walker – Pet Sitter
94 Dry Cleaner
95 Electrician
96 Event Planner
97 Florist
98 Food Delivery Service
99 Golf Pro
100 Home School Expert
101 Handyman/woman
102 Housekeeper/Cleaning
103 Image Consultant
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TEAM 100 MARKETING SYSTEM
Specialty Name Phone E-mail
104 Interior Designer/Decorator
105 Jeweler
106 Landscaper
107 Life Coach
108 Manicurist/Pedicurist
109 Midwife
110 Minister/Clergy
111 Painter - Exterior
112 Painter & Decorator - Interior
113 Personal Assistant (Real)
114 Personal Assistant (Virtual)
115Personal Concierge - Errands/Shopper
116 Personal Trainer
117 Pest Control
118 Pet Trainer
119 Plumber
120 Portrait Photographer
121 Professional Gift Service
122 Professional Organizer
123 Psychic
124 Psychologist
125 Restaurant Owner
126 Self Defense Trainer
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TEAM 100 MARKETING SYSTEM
Specialty Name Phone E-mail
127 Skin Care Specialist - Spa
128 Speaking Coach
129 Stress Reduction Coach
130Tailor131Therapist - Addictions
132 Travel Agent
133 Veterinarian
134 A Good Guy to Know RJon Robins 888-765-7460
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TEAM 100 MARKETING SYSTEM
MEMORY JOGGERRelatives: I Know Someone Who Is A:Parents Nurse Garage MechanicGrandparents Golf Pro EditorSisters Student Lab TechnicianBrothers Fashion Model PrinterUncles Security Guard Restaurant OwnerAunts Computer Technician / Repair Restaurant OwnerCousins Sheriff Office Manager
Secretary SurgeonWho Is My: Welder LibrarianAccountant Music Teacher Real Estate AgentDentist School Teacher Interior DecoratorFamily Doctor Seamstress LifeguardMinister Carpenter WaitressFinancial Planner Pilot/Flight Attendant Notary PublicHairstylist Bus Driver Antique DealerDrycleaner Bank Teller ContractorMechanic Motel OwnerChiropractorChiropractor Dietitian ElectricianBanker Fireman Police OfficerInsurance AgentLoan OfficerRealtor
Salesman / Sales woman ManagerWho Sold Me My:House I Know Someone Who:Car/Tires Goes to Church Was in the MilitaryTV/Stereo Lives Next Door Goes BowlingHunting License Teaches my Kids Is my Former BossBusiness Clothes Was my Best Man Was my TeacherComputer Was my Maid Of Honor Repaired my TVAir Conditioner Was my Photographer Was in my Car PoolRoof Is my Babysitter Cuts my GrassPest Control Fixes my car Cuts my HairPersonal Clothing/Shoes Golfs Plays Softball / Basketball
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IDEA TO IMPLEMENT BEST FIRST ACTION(S)
1
2
3
4
5
6
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
Which idea on this page, if implemented, would have thebiggest positive impact on your business and/or life? #
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
PERSONAL PROFESSIONAL FINANCIAL
B E S T O F b o n u s m at e r i a l s