Larry Bodine, Esq. Elements of a Personal Business Development Plan October 19, 2007 Copyright © 2007 by TAG Academy, LLC and Larry Bodine, Esq. ALL RIGHTS RESERVED. This course material may not be reproduced in any form without the permission of TAG Academy LLC or Larry Bodine. Exceptions are made for personal research and study by the purchaser. Publications are distributed and programs presented with the understanding that TAG Academy does not render any legal, accounting or other professional services. The contributing authors to this publication have exerted their best professional skills to assure the accuracy of its contents. All original sources of authority presented by this publication, or orally, should be independently researched in dealing with any client’s or your own specific legal, financial or business matters.

Larry Bodine, Esq. Business Development Advisor Assisted more than 50 firms & businesses on getting more business 15 years’ experience Marketing Director: Sidley Austin Practiced law Sales presentations at firm retreats Business development training Personal business plan development

The Best Practices of Personal Marketing 1. Focus on your ideal prospective clients 2. Define your personal value proposition for these ideal target clients 3. Market to your best existing clients 4. Turn your clients into your sales force 5. Market yourself inside your own firm 6. Co-market with high powered professional allies 7. Build your network with a purpose 8. Build your professional reputation

Step 1: Focus On Your Ideal Clients “Clone Your Best Client Relationships” What kind of people do you like to work with? What kind of work do you enjoy doing? Where is your revenue coming from now: business types – not practices

Step 2: Define Your Value Proposition Your Ideal Clients Industry/type of business Nature of the company Executives/people “Clones” of the best clients in your practice group

Step 2: Define Your Value Proposition Your Ideal Clients The Business Problem That You Solve Industry/type of business Nature of the company Executives/people “Clones” of the best clients in your practice group “Pain” the problem causes the company & executives Business result that clients desire

Get the focus off your firm off your practice group off yourself and off what you have to sell… The Secret to Business Development

Defining Your Value Proposition Targets already assume that you are technically competent People hire people, not law firms Clients care about their “pain” Looking for business results, not legal processes

The Client Point Of View Personal Counselor (Chemistry) Trusted Business Advisor (Business Outcome) Craftsman (/Project Manager) Technical Specialist (Expert) Attorney Point Of View Step 3: Marketing to Existing Clients

The Client Point Of View Personal Counselor (Chemistry) Trusted Business Advisor (Business Outcome) Craftsman (Project Manager) Technical Specialist (Expert) Attorney Point Of View Amateur Marketing and Selling Rainmaker Marketing and Selling Step 3: Marketing to Existing Clients

Best Practices of Client Marketing Stay in touch with all people you know and have worked with at the client Know all the relationships/connections Conduct “how’s business” dialogues Turn your client into your sales consultant Meet regularly with other professionals serving this client

Step 4: Turn Your Clients Into Your Sales Force Rule: –People Like Helping Other People How to activate: –Ask ONLY the right clients –Be specific about your ideal client –Make referrals part of your contract with your clients –Follow up –Reciprocate

Step 5: Market Yourself Inside Your Own Firm Nobody succeeds alone Lawyers serving same industries Complementary strengths Interlocking networks Accountability Goal: Create your marketing and selling team with internal allies

Set an upfront contract –Introductions –To do’s Conduct monthly meetings Share marketing materials (e.g. carry each other’s business cards) Share contact lists Establish roundtables and briefings together Double-team associations Joint case studies Joint mailings Common account plans Step 6: Co-Marketing with Professional Allies

Case Example Targeted Women Entrepreneurs Partner with Woman at Financial Planning Firm 6 Programs Attendees Personal Invitations 700 Local Targets Jennifer Zimmerman, 50- lawyer firm in Pennsylvania

Internal & external Seek to meet 1-3 people Ask to be introduced to specific people Listen Look to “give” Talk to strangers Step 7: Network Building With a Purpose

Getting the Most from Organizations Focus Pick 1-2 & commit Involve your mentor, allies & clients Commit to all meetings – Build into your calendar Meet active members Become Visible Be a leader – Board of Directors – Program/Membership Join special interest groups and committees Showcase your capabilities – Facilitate – Speak – Write

Step 8: Building Your Personal Reputation Use Multiplication Marketing Direct mail or personal letter Newsletter Make a Speech Publish an Article Start a Blog Cultivate news reporters

Employee Benefit Law Developed Core Speech on Attention-Grabbing Topic Spoke to Multiple Audiences –Insurance consulting firm client updates –Human Resource associations –Small Businesses Developed Checklist Registered for Newsletter Robin Lazarow 60-attorney Boston law firm Case Example

The Best Practices of Personal Marketing 1. Market to your best existing clients 2. Focus on your ideal prospective clients 3. Define your personal value proposition for these ideal target clients 4. Turn your clients into your sales force 5. Market yourself inside your own firm 6. Co-market with high powered professional allies 7. Build your network with a purpose 8. Build your professional reputation

Business Development Advisor Tel: Web: Questions?

Thank you for attending our course. To attend future webinars, visit Copyright © 2007 by TAG Academy, LLC and Larry Bodine, Esq. ALL RIGHTS RESERVED. This course material may not be reproduced in any form without the permission of TAG Academy LLC or Larry Bodine. Exceptions are made for personal research and study by the purchaser. Publications are distributed and programs presented with the understanding that TAG Academy does not render any legal, accounting or other professional services. The contributing authors to this publication have exerted their best professional skills to assure the accuracy of its contents. All original sources of authority presented by this publication, or orally, should be independently researched in dealing with any client’s or your own specific legal, financial or business matters.