Your marketing efforts should focus on attracting clients that bring the most value to your firm. By refining your approach, you can target those that will yield the highest returns, both in terms of revenue and long-term relationships.
Identify and refine your target audience
The best way to identify your ideal client is to have a look at your existing client base. Understand who they are, their needs, and how they interact with your firm.
Look at your client demographics and identify the number of clients that have the same characteristics. These seem to be the clients that you attract most. Are those the type of clients you want more of? If not, you need to change your approach.
Then look at your existing high-value clients. They are also your ideal client, so look for more like them for all practice areas.
Work smarter, not harder
Focus on work that yields the best returns. If something is work intensive but pays a fixed amount, then rather expand your practice to do more of the work that has higher returns.
Identify your highest paying activities and increase your efforts to attract more work in these areas.
Your existing clients
Look after your existing clients. They are your source for repeat business, and for more business in other practice areas.
- Cross-sell your services. If you’re doing commercial work for them, chances are they also need employment advice. If they are expanding their business, they may need your property lawyers to assist them. Identify where their needs align with other areas of your practice.
- Foster client loyalty. Maintain strong relationships with your existing clients by consistently offering value and anticipating their needs.
Your client relationships
Are your client relationships anchored in the person you’re dealing with or the company? Meaning, if your main contact leaves, is it likely that you’ll lose the company’s business?
- Widen your contact base. Build relationships with more than one person at the client company to ensure that you remain their go-to legal advisor if your main contact moves on.
- Build individual loyalty. If your relationship is primarily with an individual, maintain the connection as they move on to new roles at other companies. You’re likely to get their work wherever they’re moving to.
Do a survey
Do you feel you don’t know enough about your clients? Do a survey. They won’t mind if you want to find out more about them so that you can deliver a better service.
A survey is another method of keeping in touch, plus it can provide valuable information. You can ask just about anything in a survey. Use the feedback to tailor your marketing efforts and client interactions.
Underpromise and overdeliver
Going above and beyond can turn a one-time client into a loyal, long-term one.
- Stay proactive. Share relevant legal updates or developments with your clients that may affect their business or personal lives, even when it’s not directly related to a current matter.
- Inform and educate. Give them a heads-up on developments in the law that may affect them in future in a personal email. And then write an article about that and post it on your website and social media.
- Reward client loyalty. Acknowledge key anniversaries in your client relationships with personalised messages or small gestures, like a thank-you email or lunch invitation.
Let’s look at client service
If you receive complaints, take them seriously. Investigate and, if they are legitimate, remedy the situation and tell your clients you have done so.
- Handle complaints professionally. If a client raises a complaint, address it promptly. Investigate the issue, offer a solution, and communicate transparently with the client. Even if the complaint is unfounded, apologising for any misunderstanding can help maintain the relationship.
- Recognise problem clients. If a client consistently causes issues, demotivates staff, or is a slow payer, it may be time to reconsider the relationship. Some clients take up more resources than they provide in value. Letting go of problematic clients can improve overall firm efficiency and morale.
By focusing on identifying your ideal client, fostering relationships, and working smarter, smaller firms and sole practitioners can create a sustainable and profitable practice.