Best Practices

Marketing Plan for Lindquist, von Husen & Joyce LLP

Brian Falony, BizActions, LLC

Lindquist, von Husen & Joyce LLP (LvHJ) is a 40-person, local CPA firm serving Northern California. The firm was founded in 1935, and there are five partners. I spoke with James Kraft, one of the senior partners about the firm's new strategic marketing direction.

Objective
LvHJ had experienced continual, yet modest growth during its first 75 years, but at their partner retreat in 2010, the partners decided that they really needed to double the gross billings of the firm in the next four to five years. This level of growth was needed to ensure opportunities for staff progression as well as succession planning for the partners. In order to accomplish this, the culture of the firm would have to change to a more proactive marketing focus with partners and senior management staff becoming more dynamic in business their development activities.

Strategy
The partners determined that this kind of culture change would require outside consulting assistance from a firm familiar with professional services firm marketing. They engaged Ingenuity Marketing Group LLC to work with them to craft the new marketing plan.

Ingenuity developed an overall marketing plan for the firm that included:

• Updating the firm's mission statement and core values
• Target markets and growth objectives
• Client service standards
• Firm-wide marketing guidelines
• An overhaul of the firm's website to make it more interactive
• A series of specific marketing campaigns and initiatives

2011 AAM-MAA award winner in the category of Internal Firm Programs/Under $15 million in revenue.

They assessed the strengths of their top management team, consisting of 15 people (partners, principals and managers) and created individual marketing plans. The plans include one-on-one coaching from Ingenuity for implementation and accountability to the overall marketing strategy. Tasks include networking and referral development, internal leadership skills and leveraging business leads and relationships.

Results
Kraft says, "Ingenuity told us that this kind of culture shift would take 18 to 24 months, but we are seeing significant results already. Our people are more energized and focused on growing the firm. They are asking to learn new skills, improve processes and participate in business development. We are starting to use social media more. Most importantly, we are increasing our name recognition in the market, especially outside our existing service area. Where before we were recognized for doing outstanding work, now prospects have a better understanding of how we can help them. We are becoming more known in the broader market as opposed to just the niches we used to serve. We have really expanded our growth opportunities."

The first year has gone well. "Even though we are pushing our people outside of their comfort zones, we have had good participation," says Kraft. He has the following recommendations for other firms looking to change their marketing culture:

• If you have not done this before, hire a consultant who can bring in a fresh perspective.
• Make sure the plans include adequate success measurements and accountability.
• Changing old habits is hard. One-on-one coaching was key to helping our partners, principals and managers make the transition.

Finally, Kraft said, "Our cultural change is happening; this process has really opened our eyes to other parallel markets and strategic directions for our firm. I am confident we will achieve our growth objectives."