Page 6 - Los Angeles Vol 5 No 1

A Lawyer is Not a Pet Shop!
A Street Smart Guide to Marketing Consultants BY FREDERICK SHELTON
The Partner
I recently spoke with an AmLaw partner who hired a marketing con- sultant to help him to help him with IAM (Individual Attorney Marketing) to grow his personal client base. The consultant outlined a strategy that focused primarily on social media, particularly Facebook, Twitter, Ins- tagram, Google Adwords, etc.. This would require substantial investments of both time and capital. Since he’d already paid a retainer, he tried some of what was suggested but quickly re- alized he’d wasted his money.
While these social platforms may enhance SEO and brand for rms, they’re just not effective for indi- vidual high-end attorneys. He got so frustrated he didn’t bother getting the last hour he paid for.
A Lawyer is Not a Pet Shop
Since he still had credit on his re- tainer, I told him I wanted him to call the consultant and ask them one ques- tion:
“How would your strategy be dif- ferent if I were opening a pet shop?”
The so-called “expert” couldn’t come up with an answer. A lawyer and a pet shop. As I was taught in kindergarten: “These two things are not alike.”
Now let me make clear that social media and content marketing are in- deed, the wave of the future. Anyone saying otherwise is simply not paying attention. However, executives seek- ing counsel to handle an IPO, aren’t looking for their next attorney on Facebook or Instagram.
Whether traditional or cyber-spe- cialists, there are marketing consul- tants who can offer advice that will bring in clients or build your “book of business.” There are also those who
offer generic templates, academic theory and jargon that are useless.
How to Vet out the Amateurs and Identify the Pros
No. 1: Look for a Niche.
In the case above, the marketing agent’s niche was “Anyone Who Will Pay Me.” This would be the equiva- lent of letting a personal injury attor- ney le your software patent applica- tion. While the PI attorney may be skillful in their space, their special- ized knowledge isn’t applicable to your patent needs.
The idiosyncrasies of legal market- ing are complex. You want someone with both legal expertise and ideally a solid grasp of your practice area(s).
No. 2: Experts Know How to Play to Your Strengths.
The rst thing an expert does is assess the client and analyze factors such as market position etc. to de- termine strengths and weaknesses. Pay close attention to see if what you receive plays to you or your rm’s strengths. If not, it’s time to discon- tinue the relationship and nd a con- sultant who will.
No. 3: Do Your Due Diligence.
If a consultant claims expertise in law rm or IAM, there are simple questions which will verify this. How much time have they spent working in a law rm as a marketing direc- tor or CMO? Are the clients they’ve worked with, doing work that is com- parable in rate structure, target cli- ents, etc., as yours?
Once you’ve asked a few vetting questions, Google them and see what you nd out about their experience,
results and the online presence they have created for themselves.
No. 4: Ask for References.
Let’s start with the basics: Solid references who will verify the acu- men and results achieved, are worth more than the best websites or slick- est sales pitches. References should be a must with one possible excep- tion: Newbies.
I have a soft spot for Newbies be- cause everyone starts somewhere and as in most professions, this is a “chicken & egg” dilemma. Addition- ally, some of the best consultants I’ve personally hired have been brilliant, young entrepreneurs who just needed a break.
However, if you have the luxury of trying out an unknown, use some Street Smarts. Remember: they need you more than you need them. Ne- gotiate aggressively. Make minimal commitments on your part and in- clude contingencies that work in your favor. Also “dangle the carrot” and make a glowing testimonial and po- tential referrals, a component of your transaction.
No. 5: Beware of the “Extractors.”
It will come as no surprise to attor- neys that just as in their profession, there are consultant who focus on try- ing to extract the maximum number of hours vs. providing the greatest value.
Ask a consultant for speci cs about the number of hours anticipated, how success will be measured and within what timetable,etc Their answers will often tell you what you need to know, in order to qualify or disqualify them from further talks.
ATTORNEY AT LAW MAGAZINE · LOS ANGELES · VOL. 5 NO. 1 6