legal employment agency marketing plan

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Legal Employment Agency Marketing PlanLegal Associates Temp Agency

Confidentiality Agreement

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Table Of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . . 32.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . 32.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . 42.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . 5

2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.3 Competition and Buying Patterns . . . . . . . . . . . . . . . . . . . . . 62.4 Services and Service Business Analysis . . . . . . . . . . . . . . . . . . 72.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 83.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.4 Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.6 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . 103.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 11

4.0 Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 114.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155.1 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . 165.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 16

1.0 Executive Summary

The Legal Associates Temp Agency (LATA) is a full-service temp agency providing Denver, Colorado with qualified, experienced, temp attorneys. This market has been addressed to some extent by larger, general temp agencies, but has not been fully served.

LATA will offer a much higher-quality alternative to the current offering of temp attorneys. LATA will appeal to small- to mid-sized law firms who are in need of temp legal help for individual projects.

The Legal Associates Temp Agency's mission is to provide the customer with legal professionals for whatever needs they may have. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.

LATA will also be attractive to firms that are looking for a new associate but want to try out the attorney before hiring as a permanent employee. LATA's service will allow the firm to use a temp attorney for up to three months and then decide if they want to convert them into a full-time employee. This significantly reduces the risk associated with hiring new employees. The Denver legal market is currently undeserved and LATA will easily find their niche.

LATA will leverage its competitive edge of legal market concentration to quickly grow its market share. The projected growth rate for LATA is 107% by year three, with gross margins at 100% as a percent of sales.

$0

$50,000

$100,000

$150,000

$200,000

$250,000

2001 2002 2003

Small-size law firms

Medium-size law firms

Annual Sales Forecast

The Legal Associates Temp Agency

Page 1

2.0 Situation Analysis

LATA is in the first year of operation as a start-up company. LATA recognizes the need for a well thought out, comprehensive marketing plan to ensure profitability. LATA offers the legal market well-trained attorneys who are able to be assigned to a firm and productive quite quickly. The basic market need is a temp firm that concentrates solely on the legal market, addressing the particular need the market faces.

2.1 Market Summary

LATA possess good information about the market and knows a great deal about the common attributes of the most prized customers. LATA will leverage this information to better understand who is served, their specific needs, and how LATA can better communicate with them.

Small-size firms

Mid-size firms

Target Markets

Table 2.1: Target Market Forecast


Page 2

2.1.1 Market Demographics

The profile for LATA's customers consists of the following geographic, demographic, and behavior factors.

Geographics

• The immediate geographic target is the city of Denver (and the surrounding communities) with a population of 1.7 million.

• A 65 mile radius is in need of the services. • The total targeted population is 499 firms.

Demographics

• Medium law firms with seven - 15 attorneys. • The medium firms typically need help with completing a limited duration project. • Small firms with one - six attorneys. • The small firm does not have the man hours to finish an already existing project for a client

and will bring the temp attorney onboard to help assisting the client. • The HR departments of the firm are small and are do not have sufficient resources to

search and train a new attorney for a limited duration project.

Behavior Factors

• The firms would rather use a trained temp attorney, rather than find a part-time attorney to permanently join them.

• Are often taking on projects that they cannot complete with their own resources, knowing that they will be able to secure part-time help.

2.1.2 Market Needs

LATA is providing its customers with a temp attorney service that can be instituted and productive quickly. LATA seeks to fulfill the following benefits that are important to its customers.

• Fast Deployment: LATA's attorneys are already trained so they can rapidly assimilate themselves to the project on hand.

• Skilled Attorneys: LATA has an in-house training program that provides attorneys with all of the requisite skills required to serve LATA's clients.

• Customer Service: LATA exists to serve the customer with any need they may have. Customer satisfaction is the goal of all transactions and will be accomplished regardless of the short-term costs.


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2.1.3 Market Trends

The market trend for law firms is a decrease of hiring of partners and associates to ensure lean operation during economic downturns. With the recent Internet bubble burst, many law firms were caught off guard for the economic downturn.

The current trend is of maintaining a lean labor force to avoid getting caught off guard for future changes.

Firms are accomplishing this by:

1. Not hiring as many associates; 2. Utilizing contract attorneys or temp agencies to provide attorneys when there is a need.

0

100

200

300

400

500

600

700

2001 2002 2003 2004 2005

Small-size firms

Mid-size firms

Market Forecast


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2.1.4 Market Growth

The demand for temp attorneys has grown in the last two years by 19%. The general temp agencies usually have a few attorneys ready for deployment, but generally do not have enough attorneys as the legal field is not the industry that they typically concentrate on.

Consequently, this has created a demand on contract attorneys. The difficulty with this solution is that there is not an established network of contract attorneys so it is difficult to find them when they are needed.

The current situation has created outstanding growth for temp attorneys, particularly agencies that specialize in serving the legal profession. As firms continue to deal with the decrease of legal work, they continue to ensure lean labor, recognizing and utilizing temp attorneys.

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

Small-size firms Mid-size firms

Target Market Growth


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2.2 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses within the company, and describes the opportunities and threats facing LATA.

2.2.1 Strengths

• Well-trained attorneys who are ready to rapidly join a project. • Strong relationships with many firms in the Denver area, developed from years of law

practice with this community. • Flexible service offerings.

2.2.2 Weaknesses

• The time it takes to train an attorney up to LATA standards. • A limited number of attorneys that can be trained at once. • The inability to offer an entire spectrum of specializing attorneys.

2.2.3 Opportunities

• Current market trends that support temp attorneys. • Excellent margins. • The ability to decrease training costs over time as the training program becomes more

efficient.

2.2.4 Threats

• Competition from other temp agencies that decide to concentrate on the legal market. • Changes in the state bar's opinions regarding temp attorneys helping staff attorneys on

new and ongoing projects. • A mass exodus of the trained temp attorneys to full-time positions.

2.3 Competition and Buying Patterns

There are many different temp firms in Denver. On a nationwide scale, the largest franchise temp agencies make up 40% of the market.

Denver has a similar makeup with several large franchise temp agencies. There are also many independent temp companies. Typically, both the franchise and independently-owned companies are either generalists or concentrate on a broad group of skills like professionals or IT. It is quite rare for a company to be specific enough to only serve a single profession. While concentrating on a single profession limits the market size of the firm, it allows the temp firm to offer a higher level of service for that specific market niche.

There is a recent trend of companies hiring temp workers and converting them to full-time employees. This allows them to spend less money upfront on the worker and also allows them a trial period with the employee. While any employer can set up a trial or probationary period for a worker, the temp set up allows them to do this without investing much money into hiring or


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training of the worker. It allows the firm to pay the temp agency to be their HR department, converting the temp worker into an employee of the firm after they have been impressed with the temp's work product and personality.

2.4 Services and Service Business Analysis

The Legal Associates Temp Agency will provide law firms with experienced temp attorneys. LATA will have both generalist and specialty temp attorneys who are able "enter a firm/project on their feet running" with minimal training and supervision. LATA's services will be attractive to firms who need help quickly and do not have the time or money to interview, hire, and train an attorney for the short-term project.

LATA also provides temp attorneys to firms who want to use LATA's service as a replacement for their HR department. In this situation, LATA will perform all of the HR functions of interviewing, training, hiring, and payroll, allowing the firm to bring someone on board and use them for several months as a probationary period, if they like the attorney they may then convert them into a full-time employee while paying LATA a small fee to allow us to give up our rights to the temp attorney.

The temp agency in Denver is similar in size to comparable cities in other states. Most agencies have some degree of specialization. Some firms serve IT companies, some serve clerical needs. Most firms do not specialize in such a narrow area as the practice of law. If they served law firms, it is generally a part of a larger professional group practice.

Companies that are in need for temp workers will contact a temp agency and tell them what type of workers they need. The temp agency will have a list of potential workers that they have previously interviewed and screened for highly qualified applicants with specific skills. The company will then pay the temp agency an hourly wage and the temp agency pays its temp worker. The margins in the temp industry are typically 14%-20%.

The value that the temp agencies develop for the companies is that they do all the job posting, interviewing, screening, and hiring, payroll, etc. If the company is unhappy with the temp worker most temp agencies will replace them with someone else. This is quite attractive for many companies who do not have the time or resources to invest into finding temp help.

2.5 Keys to Success

The keys to success are the following:

• Superior product. • Flexible service options. • Outstanding customer service.


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2.6 Critical Issues

LATA is still in the speculative stages as a service provider. Its critical issues are:

• To grow slowly, correctly forecasting customer needs, yet remaining flexible enough to make fundamental changes mid-stream.

• To establish LATA as the premier legal temporary agency in the Denver area.

3.0 Marketing Strategy

LATA is specifically targeting the small- and mid-size law firms because they are the most likely to use a temp service consistently. LATA's strategy for marketing its service will be based on different forms of communication:

1. Advertisements in the bar journal. All attorneys that are licensed to practice in the state get the bar journal and frequently refer to the bar journals classified section for job related information. The bar journal is the number #1 source for reaching the legal community.

2. Advertisements in the Yellow Pages. The Yellow Pages are a typical resource that people use when searching for specific things.

3. Website. LATA is developing a website that highlights the different services that it offers. The website will be found using common terms in a search engine.

4. General networking. Because LATA's president is an attorney, he will be networking with fellow attorneys at functions such as continuing legal education seminars (CLE).

3.1 Mission

The Legal Associates Temp Agency's mission is to provide the customer with legal professionals for whatever needs they may have. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.

3.2 Marketing Objectives

• Increase repeat customers by 7% per quarter. • Decrease customer acquisition costs by 8% per year. • Increase visibility as evidenced by a decrease in marketing expenses as a function of sales.


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3.3 Financial Objectives

• Reduce training costs by 7% a year through experience efficiencies. • Increase profit margins by 3% a year. • Realize at least a 9% increase of sales per month for the first 18 months.

3.4 Target Markets

LATA's customers can be divided into two groups:

• The first group consists of mid-size law firms. These firms have between seven and 15 attorneys. These firms will need help on a project occasionally, typically for a limited duration. The firm would contact a temp agency such as LATA and bring on the temp attorney to help out with the project. The temp attorney would typically assist with case instead of taking it over.

• The second group is small-law firms. These are solo practioners or firms up to six attorneys. They might have a client who brings them a case that they did not have the time for but they do not want to turn away. They get the client's consent to use an attorney that is not formally a part of the firm, hire a temp attorney, and allow the temp to take care of the case while they have a limited supervisory role.

In addition to these two groups there might be other miscellaneous customers that do not fit neatly into a segment.

3.5 Positioning

LATA will position itself as the premier legal temp agency in the Denver area. Denver law firms will appreciate the qualified, trained attorneys who are ready to immediately join a project and be productive. LATA will leverage its competitive edge to achieve this positioning:

• LATA's competitive edge is its concentration on the legal market, specifically attorneys. While concentrating on such a narrow skill set reduces the overall market size, it allows LATA to better serve those customers that are within this space. Concentrating on a specific profession will allow LATA to offer a higher level of service and attention than a general temp agency could offer. This higher level of service will be translated into a more predictive screening process for choosing attorneys. Using Steve's experience as a practicing attorney, as well as cutting edge HR techniques, he will be able to develop a statistically more accurate method of predictive interviews, called structured behavioral interviews. This method of interviewing is statistically more predictive than all other methods. Additionally, Steve's legal background will allow him to develop the behavioral situations that attorneys are likely to encounter.

• Steve will also be able to add value through the training process that he develops to allow the temp attorney to seamlessly jump into a project and exceed all of the expectations that the firm has. These expectations will be developed through the relationship that LATA forms with the firm when they are entering into a contract with LATA.

• Although there are a fair amount of attorneys in the Denver market, it is still a close-knit group of professionals. Many attorneys know each other within the community, especially the longer they practice in the area.


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• LATA will have developed instant credibility because of the years of law practice that Steve has under his belt. This credibility will help LATA overcome any initial reluctance a firm might have regarding hiring a temp due to the trust bond that Steve has established while practicing in the Denver community.

3.6 Strategy Pyramids

The main objective is the premier temp agency serving the Denver legal community, commanding a majority of market share within the first five years. The marketing strategy will seek to first create customer awareness regarding the services offered, then develop the customer base, and finally work toward building customer loyalty and referrals.

The message the LATA will seek to communicate is that it offers the highest quality attorney temp agency in the Denver area. This message would be communicated through a variety of methods.

The first method will be through advertisements in both the local bar journal as well as the Yellow Pages.

A second method of communication will be LATA's website. The website will be a rich source of information regarding the services offered.

The last method of communication will be networking. Steve was worked in the Denver legal community for 10 years and has established personal/professional relationships with many of the different firms in Denver. Steve will leverage these relationships to develop LATA's customer base.

3.7 Marketing Mix

LATA's marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion, and customer service.

• Pricing: LATA's pricing scheme will be based on a certain profit margin that it is trying to achieve.

• Distribution: LATA is able to offer its services to any firm in the Denver area.

• Advertising and Promotion: The most effective efforts will be the use of a website, advertisements, and networking.

• Customer Service: The mission of LATA is to exceed customer's expectations. This will ensure customer satisfaction.


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3.8 Marketing Research

During the initial phases of the marketing plan development, Steve held several focus groups with managing partners of several different firms. The purpose of the focus groups was to gain insight into labor decisions that managing partners face on behalf of a firm.

The focus groups were instrumental in collecting valuable information regarding the partner's needs for additional attorneys. Some of the issues explored were times of the year that additional help is often required, the thought processes partners go through when determining what resources are needed to serve a new project/client, the amount of money they are willing to spend on well-trained temp attorneys, and under what circumstances the firm would consider hiring the temp attorney on as a permanent attorney.

For some of Steve's friends that were unable to attend the focus groups, Steve put together a survey that explored some of the same issues and some new ones in a survey format. Steve was careful to craft a statistically significant and accurate survey. Steve leveraged his networking contacts to generate a good response for the survey. Both the focus groups and survey provided LATA will invaluable information regarding the market and the customers within the market.

4.0 Financials

This section will offer a financial overview of LATA as it related to the marketing activities. LATA will address break-even analysis, sales forecasts, expense forecasts, and how they link to the marketing strategy.

4.1 Break-even Analysis

The break-even analysis indicates that $22,500 is needed in monthly revenue to achieve the break-even point.

($15,000)

($10,000)

($5,000)

$0

$5,000

$10,000

$15,000

$0 $7,200 $14,400 $21,600 $28,800 $36,000

Monthly break-even point

Break-even point = where line intersects with 0

Break-even Analysis


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Table 4.1: Break-even Analysis

Break-even Analysis:Monthly Units Break-even 50Monthly Sales Break-even $22,500

Assumptions:Average Per-Unit Revenue $450.00Average Per-Unit Variable Cost $150.00Estimated Monthly Fixed Cost $15,000


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4.2 Sales Forecast

The first two months will be setting up the office and developing the interviewing process and training courses. LATA will also have the website online by the end of month two and the printed material ready to go. All of the advertisements will be submitted so by month three so LATA will be "online." Months three through five will be slow but steady. LATA will have some temp activity that will increase as LATA becomes more visible. By month six things will be ramping up and will keep LATA quite busy. By month 12 or 13 things will have gotten quite busy and Steve will be looking to hire a new salesperson so he can do some business development.

The first four to five months will be heavy administratively, but LATA believes that the administrative expense will be worth while as it will allow LATA to grow more painlessly when it gets busier by month six.

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

$18,000

$20,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Small-size law firms

Medium-size law firms

Monthly Sales Forecast

Table 4.2: Sales Forecast

Sales ForecastSales 2001 2002 2003Small-size law firms $44,749 $105,874 $110,478Medium-size law firms $61,445 $113,587 $125,477Total Sales $106,194 $219,461 $235,955

Direct Cost of Sales 2001 2002 2003Small-size law firms $0 $0 $0Medium-size law firms $0 $0 $0Subtotal Cost of Sales $0 $0 $0


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4.3 Expense Forecast

Marketing expenses are to be budgeted so that they are much higher during the first quarter of business. This is particularly important as a startup company that needs to develop visibility. The expenses will then remain steady until the fall when they will ramp up again to correspond with the normal increase in demand.

$0

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Advertisements

Website

Networking

Monthly Expense Budget

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2001 2002 2003Advertisements $5,150 $8,000 $11,000Website $2,100 $3,500 $2,500Networking $3,450 $3,800 $4,200

------------ ------------ ------------Total Sales and Marketing Expenses $10,700 $15,300 $17,700Percent of Sales 10.08% 6.97% 7.50%Contribution Margin $95,494 $204,161 $218,255Contribution Margin / Sales 89.92% 93.03% 92.50%


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5.0 Controls

The purpose of LATA's marketing plan is to serve as a guide for the organization. The following areas will be monitored to gauge performance.

• Revenue: monthly and annual. • Expenses: monthly and annual. • Repeat business. • Customer satisfaction.

5.1 Implementation

The following milestones identify the key marketing programs. It is important to accomplish each one on time, and on budget.

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Marketing plan completion

Installation of website

Advertising campaign #1

Advertising campaign #2

Profitability

Milestones

Table 5.1: Milestones

Milestones PlanMilestone Start Date End Date Budget Manager DepartmentMarketing plan completion 1/1/03 2/1/03 $0 SteveInstallation of website 1/1/03 2/1/03 $1,000 Outsource ITAdvertising campaign #1 1/1/03 4/30/03 $1,950 SteveAdvertising campaign #2 9/1/03 12/30/03 $1,850 SteveProfitability 1/1/03 3/15/04 $0 EveryoneTotals $4,800


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5.2 Marketing Organization

Steve is primarily responsible for the marketing activities. Steve will outsource the creative exercises.

Website design, development, and hosting, as well as search engine submissions and search results display of LATA's website will be outsourced to the experts at 1st-At-The Top.com Internet and E-commerce Consultants ( www.1st-At-The-Top.com ). It is not enough to build a website. There is an entire strategic process which must be implemented in order that searchers FIND a website when using an Internet search engine.

5.3 Contingency Planning

Difficulties and Risks

• The entrance of another legal-specific temp agency. • A significant decrease in the usage of temp attorneys. • A shift in the industry from temp attorneys to contract attorneys.

Worst Case Risks May Include

• Determining that the business cannot support itself on an ongoing basis. • Having to liquidate equipment to cover liabilities.


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Table 4.2 Sales Forecast

Sales Forecast PlanSales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecSmall-size law firms $0 $0 $800 $900 $2,200 $3,100 $3,545 $4,874 $6,574 $6,987 $7,784 $7,985Medium-size law firms $0 $0 $1,500 $1,654 $4,500 $4,500 $4,878 $5,574 $8,744 $9,001 $10,547 $10,547Total Sales $0 $0 $2,300 $2,554 $6,700 $7,600 $8,423 $10,448 $15,318 $15,988 $18,331 $18,532

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecSmall-size law firms $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Medium-size law firms $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal Cost of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Appendix: The Legal Associates Temp Agency

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Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecAdvertisements $500 $500 $475 $475 $300 $325 $350 $375 $500 $475 $450 $425Website $1,000 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100Networking $275 $300 $325 $350 $200 $200 $225 $250 $300 $325 $350 $350

------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------Total Sales and Marketing Expenses $1,775 $900 $900 $925 $600 $625 $675 $725 $900 $900 $900 $875Percent of Sales 0.00% 0.00% 39.13% 36.22% 8.96% 8.22% 8.01% 6.94% 5.88% 5.63% 4.91% 4.72%Contribution Margin ($1,775) ($900) $1,400 $1,629 $6,100 $6,975 $7,748 $9,723 $14,418 $15,088 $17,431 $17,657Contribution Margin / Sales 0.00% 0.00% 60.87% 63.78% 91.04% 91.78% 91.99% 93.06% 94.12% 94.37% 95.09% 95.28%

Appendix: The Legal Associates Temp Agency

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legal employment agency marketing plan

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