Commentary: Marketing your practice

Daily Record, The (Baltimore), Aug 3, 2002 by Special to The Daily Record

There was a time when CPAs, lawyers, doctors and other professionals believed the concept of marketing was for "salespeople." Everything was based on referrals.

However, today professionals are discovering that marketing their practices is something that has to be a basic part of their business, sort of like a Windows program running minimized.

When I talk about professionals marketing their practices, I am not talking about ads in the Yellow Pages or joining leads groups.

What I'm talking about is professional firms taking a cold, hard look at where they are and where they want to be three to five years from now.

A one-person dental practice needs a marketing strategy just like the big players.

If you are a professional who has put a marketing plan in place, then hopefully this article will give you a better feel for what others in your profession are doing.

If you are a professional who knows you need to have a marketing strategy but don't know where to begin, read on.

A CPA firm

Naden/Lean, LLC (http://www.nlgroup.com) -- For many years, CPAs were known for auditing, tax returns and developing tax strategies for their clients.

For the most part, they relied on referrals and networking to obtain new clients; only a few actively solicited new business.

Today, all that is changing, according to Sharon Burk, Naden/ Lean's marketing director.

"Most of our partners specialize in specific areas," explains Burk. "It is important that they learn about all of the skills the firm brings to the table.

"We have instituted team meetings, where each month partners describe their strengths and specialties to all members of the firm so everyone can provide added value to their clients," she said.

Burk explains that the first step of a sound marketing strategy is helping the partners get the company message out.

To this end, Burk holds what she calls her "elevator speech workshop." Practitioners learn how to explain the firm's capabilities to a total stranger in a very short period of time.

She also wants to make sure that everyone is on the same page with the same message. "We've got a great story to tell, and it is vital that we can all tell it quickly and succinctly."

Naden/Lean also is expanding its network by joining business associations, chambers of commerce and executive dialogue groups.

"When you join an organization such as a trade group, you have to realize that it's not just about developing new business," says Burk. "It's more about getting involved and gaining trust so that other members will realize that you're a valuable member to their organization and the business community."

Naden/Lean is broadening the scope of its practice by adding new capabilities. The firm has built up an IT division, NL Tech, LLC, to help their clients with their technology problems.

As with many other public accounting firms, Naden/Lean also has entered the financial services arena.

Burk is energized by the task ahead.

"One of the most important things we can do is to sell the people behind Naden/Lean," she says. "It's not easy to differentiate the services we provide, so we stress the people of the firm and the personal services they provide -- at work and in their community."

A law firm

Whiteford, Taylor & Preston (http://www.wtplaw.com) -- With 150 lawyers, Whiteford, Taylor & Preston offers many types of legal services to potential clients and existing clients.

However, according to Patrick Reardon, director of client services, the basics still apply, no matter how small your legal practice.

As with Naden/Lean, Reardon has found it practical to work with various members of the firm's formal practice groups to alert the other practice groups within the firm of business opportunities. "Our marketing is driven by the needs of our clients and the marketplace.

"Current clients are our greatest resource," Reardon explains, "and our consistent service to these clients is our springboard to new clients."

Reardon has boiled the procedure down to three key strategies: awareness, contact and closure.

Each piece drives the others.

Awareness of the firm builds an identity, an image with the firm's clients and the public at large. Contact actually means meeting with potential and current clients and building a meaningful relationship.

For example, Whiteford Taylor, traditionally a leader in bar association activities, is now branching out to become more active in business organizations.

Closure involves listening and client service. It means focusing on the client's business issues so that you can see things your clients might not see -- issues that often move beyond a particular legal issue.

For instance, the firm's Key Client program uses teams that focus on a client's industry and bring a range of services to meet their needs.

The firm also is developing the ThinkGrowth group, which focuses on the unique legal needs of entrepreneurial and fast-growth companies. Says Reardon, "We want to be seen as the service firm. So we need to adapt how we deliver our services."

A medical practice