Questions, questions, questions - the more knowledge about a corporate client you reveal, the more useful information you will receive. Polls and surveys of in-house counsel reveal that during the selection process, greater or lesser emphasis may be placed on :

- Diversity
- Pro Bono Activity
- Community Service

Some companies heavily weight these factors as they apply to competing law firms. Others may believe the activities of individual team members are more important.

Some buyers place equal weight on firm reputation and individual practice in selecting outside counsel. Some CEO’s and Boards of Directors demand the best law firm to solve the specific problem without much concern about who the individual lawyer is. From what you can see, are they really looking to protect themselves with a safety buy, a top firm “brand” so that, if the engagement goes south, they can still say they made the reasonably smart move?

* Do you know?
* Do you WANT to know?
* Do you know how to fine out?

Stay tuned!

Outside counsel can use the knowledge of how corporate law departments are beginning to produce as an opportunity to coach and guide inside counsel into opportunities to pursue similar tactics. This is a powerful yet subtle form of law firm marketing that makes your firm invaluable, cost-effective, and even lucrative. By making yourself increasingly valuable, you do the same for your client.

In order to achieve this status, you must do your research. Understand your role and that of inside counsel. Observe the dynamics of the industry. Be the eyes and ears of the department and a sounding board in which to weigh the pros and cons of litigation pursuit.

This is also a business development technique and business generation opportunity in the making. Your reputation as a must-have resource and ally, champion and revenue generator could work quite effectively in the long run.

Don’t neglect to mention this unusual deliverable technique as an example to other potential clients on your business development wish list.

We ended the previous article by repeating the marketing bromide “Get to know where they go, who they know, what they read.” So where are they going? Are the clients and prospects more likely to attend ABA meetings or their industry association conferences? Who are the people they trust and consult when looking for references for new or special counsel? Is their reading focused on professional journals, industry newsletters or novels of the Old West?

There are two ways to find out; ask or attend a wide range of conferences and workshops. Which do you think is more effective and time-valued? So ask away.

And in the next several segments, we’ll be recommending other key questions to ask to make your presentations and marketing calls much more impactful.

Your Client, Your Collaborator

Everybody enjoys a little ego-stroking from time to time. Hold your client in high regard, and be sensitive to how their expertise can enhance the depth and breath of your own practice, while deepening the bond between you.

• • Invite your client to bar and industry association events to discuss topics related to their industry, like current events, new legislation and court decisions.
• • Ask clients to participate in new partner training to lend advice on their specific needs, pressures and day-to-day concerns.
• • Invite clients to co-author articles or prepare joint presentations with you in which they can provide expert industry commentary to the legal and executive community. Then use the article for your law firm marketing tools and business development. Use them as collateral materials for conferences and seminars you hold. Email the published pieces to prospective clients and colleagues.

This strategy has real benefit. First, you communicate to the client that they have something to contribute. Secondly, you reinforce a strong relationship. In turn, your client may invite you to their training and industry events, which can be a boon for future business development and networking opportunities.

Law firm business development training needs to teach who are the real people behind the title of inside counsel or executive. Do you know the decision-makers’ own strengths and weaknesses?

Are they worried about losing their jobs or are they deeply entrenched? Maybe they’re even being considered as CEO? In fact, back up a step: do you know who they are in the first place? Beyond that, build a matrix of everything else you need to know.

There is a marketing axiom that often appears in legal journals, marketing seminars for partners, sales training programs, etc., that says, “Get to know where they go, who they know, and what they read.

More next time on DO YOU KNOW?.