Page 17 - Los Angeles Vol 5 No 1

RESOLVE TO
CREATE YOUR
MARKETING
ROADMAP IN 2019
BY KIMBERLY RICE
Every year around this time, I publish an article on the value of cra ing a written marketing/ business communications plan
and the imperative to implement it as a marketing roadmap for the year’s business development activities. en, invariably, every year we work with clients who do not have such a plan yet complain about the struggles they confront to build a prosperous client base.
For the life of me, I simply do not understand why very intelligent in- dividuals cannot connect the dots between what they do and do not do and their anemic business-building results. What gives?
Realistically, can anyone argue, at this point, against the value of jot- ting down a few realistic, timely and targeted goals to which they com- mit action throughout the course of the year? To me, it begs the question: how hungry are you to grow a busi- ness? How much do you really want to build a client base?
Law rms and lawyers must develop and implement an integrated market- ing plan and budget as key to e ective business growth. Large rms usually maintain a document that looks like a budget but is o en not aligned with a strategic rm marketing plan. Small (or solo) rms usually do not have a marketing plan or budget but rather make marketing investments on an ad hoc basis. To that, I would ask, how’s that working for you?
Commit to making 2019 a more strategic, productive year for your rm’s marketing e orts.
5 Thoughts on Why
Firms Should Create a
Plan & Budget
1. To use as a marketing roadmap.
It’s impossible to track meaning- ful progress if it is not written down. How can you document achieve- ments if not to write them down in one place, one document? News ash: marketing plans and budgets are NEVER one-size- ts-all and, ideally, it is the marketing plan which drives the budget.
2. To avoid invest unwisely.
Why waste marketing dollars un- wisely by spending on an ad hoc ba- sis? is is a very reckless move. Every expenditure should be a part of an in- tegrated plan.
3. To narrow focus to a rm’s marketing efforts.
An integrated marketing plan and budget is essential to help rms run an e ective marketing program so that there are benchmarks including stated goals. It is also easier to turn down the occasional attorney “pet” project if it is not included in an over- all plan.
Firms should invest their market- ing budget and, more importantly, time, on initiatives, which will result in achieving measurable goals such as:
AttorneyAtLawMagazine.com
• Expanding business with existing clients.
• Attracting new clients.
• Increasing referrals from speci c
referral sources.
4. To create measurable objectives and evaluate success.
How will you know for sure that 2019 has been prosperous? What will your benchmarks be? Do you measure the “right” things? Will rm leader- ship’s subjective memories be enough? How will a rm determine where to focus its future marketing e orts if it doesn’t know if a given initiative played out as hoped?
A well-cra ed marketing plan with objective goals, a purposeful timeline and detailed budget in place can help ask and answer key questions when evaluating your rm’s marketing ef- forts. e answers will inform next steps.
5. Demonstrate commitment to the business.
If you/your rm will not dedicate itself to developing an integrated marketing plan and budget, how can anyone expect business results to im- prove?
As rms and lawyers continue to operate in an uber competitive envi- ronment, how can you not engage in meaningful planning for the success of your rm?
Kimberly Rice is president of KLA Market- ing Associates, a business development advisory rm that works with law rms, lawyers and legal marketers. Connect with us today at www.klamarketing.com to learn how we may help your rm map its success.
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