1. Focus on the question that every client wants to know: What’s in it for me?
At the end of the day, clients are only interested in what you can do for them. Your job is to tell them what your service can do for them personally and remember- they do not want to spend time looking for the answer. The answer to this question must be one of the first things your clients see on your website and in your firm-wide communications. If your clients are going to remember you, you must first answer the question “What’s in it for them?”
2. Differentiate your service from everyone else.
For every service you provide there are hundreds if not thousands of other attorneys who can provide the same services that you can. So why should someone hire you versus your competitor across the street or down the suite?
In other words, what is your UCA-your “Unique Competitive Advantage”? What can a client get from you that they cannot get from anyone else? Perhaps it is your credibility or the creative way you bring solutions to your clients. You must determine what differentiates your firm from anyone else and market that point.
When creating your UCA, one of the keys is to not use either quality or service.
The reason is that every attorney says they provide quality and service (even though we know they don’t). Therefore quality and service have become meaningless when it comes to differentiating your service because every client expects quality and service and will not do business with any attorney that doesn’t have both already.
Your UCA must be creative, yet accurately reflect who you are, what you offer that no one else does, and most importantly directly addresses the challenges of your target market.
3. All of your communication must be emotionally impactful.
Anyone can quote statistics or develop an advertisement on a cognitive level, but the most effective way to ensure a lasting impact on your clients is to communicate with them on an emotional level. You must find their “pain.” What is it about their business, life, family, time, or environment that is causing pain? Are they not working or working too much? Is their business growing too fast or too slow? Is their family falling apart? Do they have a hard time tracking their employees? Find their pain and communicate with them on an emotional level about how you can help heal their pain and make their business, life, family, time or environment pleasurable.
4. Distinguish your benefits from your features and communicate them clearly.
Features are what your service does. Benefits are why your client needs your service. For every feature you have, you must tell your client what the benefit is. Is your firm better, faster, guaranteed or more personal? Will your service create more clients, decrease turnover, or increase profit margins? These are all great features, but you must tell your clients how this benefits them specifically.
5. Reduce the risk of working with you.
Many of our clients work at small law firms that have services similar to those at larger, more established firms. Why should your potential client buy your service over the big firm’s service? Are they taking a risk with a firm that may not be around 5 or 10 years from now? Is it just because you offer a lower price?
While no one can predict the future of your firm, the savvy attorney recognizes the need to develop creative ways to reduce the risk of their clients in working with them. How could you lower the risk of your clients if they are concerned about working with a solo practitioner or a small law firm?