Strategies for Success

How Vendors Can Build Mutually Satisfying Relationships With Legal Organizations

Let's face it: the entire goal of forging a relationship between ALA and vendors, local chapters and vendors or individual members and vendors is to create a mutually beneficial outcome. The key to this process is in identifying what mutually beneficial outcome means for both vendors and ALA, the Chapters or individual members. While it would be easy for vendors to define that as "making the sale," ALA, Chapters and members see the outcome in broader terms.

For ALA, vendor support is paramount to the viability of the Association. Without vendor financial support, dues and conferences would be beyond the reach of most members.

Chapters frequently rely on vendor support to produce newsletters, directories or periodicals, to engage professional speakers for meetings or host educational seminars. As Chapters have become more sophisticated in their benefit offerings, the most successful have developed strong bonds with their vendor community.

Individual members find the mutually beneficial outcome to mean they can count on a business relationship grounded in fairness and respect. This includes fairness in pricing and negotiations, respect of their time, talent, deadlines and demands, and cooperation with requests. And the relationship between buyer and seller (administrator and vendor) goes beyond "the deal." Whether the buyer has a current need or whether the buyer closed a deal with the vendor, the relationship is a long-term investment.

If an administrator doesn't buy from a vendor today, it doesn't mean that the administrator will never buy from the vendor. Law firms change and administrators change. Economics change and needs change. Administrators are each other's best resource for referrals and references. These references and referrals will include not only comment on the product or service but also on the character and reputation of the vendor. The investment a vendor makes in a relationship with an administrator is far broader than making the sale. A good relationship will reap benefits for the vendor in both the short term and in the long term. Consider it an investment.

We're in this together, and need each other to be successful. Why not work toward a mutually beneficial outcome?

Not all chapters and members have been fully educated about the benefits of building these relationships. Perhaps you have met resistance when attempting to forge a relationship. Be assured that ALA continues to work with its chapter leadership and members promoting the value of building these long-term relationships. With continued training and example-setting by ALA and vendors alike, these relationships will become the standard by which both parties attain mutually beneficial outcomes.

Ideas for Successful ALA Opportunities

Legal industry vendors can serve as an excellent educational resource for ALA members. You know your market and you know your products or services. This puts you in the perfect position to know where your products and services can help.

ALA benefits from these relationships in many ways. Vendor support helps offset the expense of offering high-quality education and network opportunities at all levels of the organization.

Here are examples of successful partnering opportunities:

• Monthly Chapter Meetings
  Consider underwriting a monthly chapter meeting. Ask for the opportunity to attend the meeting and arrive prior to the start of it to enable you and your team to meet and greet attendees as they arrive. Ask for the opportunity to have a few minutes at the podium to tell the members about your company and product or service. Some chapters try to coordinate the sponsor with the topic of the meeting.
   
• Scholarships
  Consider donating a scholarship(s) to an ALA member(s) for attendance at an ALA educational conference or seminar. Education is the primary mission of ALA and supporting that mission helps promote a positive relationship with the chapter and its members. Some chapters use the scholarship(s) as a drawing at special events or general meetings. Generally, the vendor is invited to attend the event or meeting and draw the name(s). This gives you an opportunity to meet the recipient(s) in person.
   
• Resource Directory/Survey/Vendor Directories
  Some chapters provide a resource directory that surveys chapter members regarding the products and services their firms use. To offset the production costs of this resource, printers might consider donating their services. In addition, vendor-based advertisements might also be offered. Vendor advertisers would likely receive a free copy of the directory. This directory can provide you with information about your competition and can elicit additional marketing ideas.
   
• Membership Directories
  Many chapters utilize vendor sponsorships to underwrite all or a portion of their Membership/Pictorial Directory. Printers might consider donating their services to produce the directory and other vendors may consider advertising, if that is an option. Contributing vendors should expect to receive a copy of the directory. Alternatively, contributing vendors could be given a set of mailing labels of all chapter members for use in sending a direct-mail piece.
   
• Vendor-Sponsored Education Programs
  Think about sponsoring a high-profile speaker for a ½-day chapter seminar or other special education session, such as a managing partners' breakfast, lunch or dinner or a managing partner panel. Ask to attend the event and see if there would be an opportunity to display your products or description of your services before or after the formal part of the program.
   
• Newsletters
  Many chapters produce monthly or bi-monthly newsletters. Vendors involved in newsletter production could consider donating some of their services to help offset the cost to the chapter. Advertising is another way to get your name in front of ALA members. Generally, advertisers would receive a copy of the newsletter, which helps them keep current on chapter activities and hot topics. Additionally, vendors could consider contributing relevant and timely educational articles to the newsletter.
   
• Vendor Appreciation Events
  It is becoming more common for chapters to host an annual vendor recognition event. This is an opportunity for ALA chapters to honor and thank the top supporting vendors. This is a way to be recognized in your local legal community for your support of ALA as well as providing an excellent opportunity to network with ALA members.
   
• Social Events
  Some chapters' vendors are always looking for an opportunity to network with chapter members. Social events lend themselves to this kind of interaction. These events can include: a new member party, a golf tournament, a holiday party or some other type of social.
   
• Web Sites
  Nearly 70 percent of ALA’s chapters have their own Web sites. There have been a number of different approaches to vendor participation/recognition on these sites. Some chapters sell links to the vendor's web page. Others sell button ads on the Web site itself, bundling a link with one of the other opportunities listed above. The ALA Web site, receiving over three million “hits” and over 17,000 unique visitors per month, has proven to be a valuable centralized resource for both administrators and vendors. A key feature in the site is ALA's “Find a Legal Vendor” section. This area allows ALA members and other visitors to acquire information about legal industry vendors and suppliers.
   
• Joint ALA Seminars with Other Professional Associations
  Check with your local ALA chapter leaders to determine if they have an annual law office management or technology seminar and exposition. Many such conferences are jointly sponsored with a local bar or other professional association. Chapters that provide these seminars often invite vendors to set up a vendor exposition hall to showcase their products and services. In some cases, vendors are recruited to give presentations at learning pavilions in the exhibit hall.
   
• Vendor Education Session/Forum
  Some chapters present a program designed to assist vendors in broadening their understanding of how law firms operate and how decisions are made. This information can be useful to vendors new to the legal industry as well as seasoned vendors. Consider hosting a cocktail party following the program as a way for vendors and administrators to network.
   
• Regional and Special Interest Conferences
  Consider becoming a sponsor of one or more of the up to six annual ALA Regional Conferences. Generally, these conferences have sponsorship opportunities, as well as the opportunity to buy booth space in the exhibit hall. These conferences are an excellent way to network with your current and prospective customers. ALA also orchestrates fall educational gatherings specifically for administrators in corporate and government legal departments, administrators in larger firms, administrators in intellectual property firms, and those interested in financial management. Click here for more information about Regional Conferences. Click here for information about specialized programs.
   
• Annual Conference
  Become an exhibitor at the ALA’s Annual Educational Conference and Exposition. These Conferences offer administrators an exceptional opportunity to enhance their management skills and see the latest products and services you have to offer. The more than 1,600 attendees each year spend time visiting the Expo to learn about new products and services for their firm or office. More than 300 exhibit booths make this Expo a premier showcase of the latest in law office technology, products and services. Click here for information.

• Annual Conference and Exposition—Expo Guide
  To increase awareness of exhibitors at our Annual Conference, the Expo Guide is provided onsite. This comprehensive exhibitor directory also offers display advertising and enhanced listing options. Click here for more options.
   
• ALA Publications
  Contribute an article on a substantive area of expertise relevant to today's law firms or advertise in one of two ALA International publications - ALA News and Legal Management. Click here for information.
   
• Direct Mail
  Reach law firm decision-makers with your direct mail. Purchase labels of the entire 10,000+ membership list or sort the list by geographic location to deliver your marketing messages to highly qualified, targeted individuals. Details are available here.

For a complete ALA Calendar of Events, click here.

Tips for Building Relationships

The ALA Vendor Relations Committee offers the following suggestions for the top ways vendors should approach buyers in the legal industry:

• Learn all you can about the firm. Visit its Web site: Is it a large firm? Does it have multiple offices? Is it plaintiff work, general, corporate work, etc.? It is impressive when you already know a little about the firm and don't expect the administrator to spend time talking about the "general information." This information will allow you to use your valuable time to talk in detail about what you perceive the firm's needs to be and how your product or service can address those needs.

• It’s always best to have an appointment, rather than dropping by with the hope or expectation that the administrator is available. If you decide to stop by without an appointment, it’s best to drop off your business card and information for the receptionist to forward to the appropriate person.

• Rather than approach non-decision makers in a firm (staff and lawyers) about using your services and products, seek out the professional manager in the firm who is responsible for the decisions regarding your particular product or service. Decisions on vendor selection are centralized in law firms for efficiency and cost effectiveness.

• Make a good first impression. For example, a "10-minute" meeting is set up for you to come in and introduce yourself and your company. You show up with three people and take the "tag team" approach. The administrator may now need to find a conference room and it could be awkward. It was unexpected. It is quite clearly going to be longer than a 10-minute meeting. If you feel it is important to have others with you, whether it is the initial meeting or subsequent meetings, make those needs known to the administrator prior to arrival.

• Approach each contact, each meeting, each phone call, each negotiation, each proposal as a partnership. Strive to develop long-term relationships – don’t look for the quick sale.

• Ask administrators what they would like your next step to be - and respect that. Maybe the product or service you have is really a "hot item" right now, or perhaps there are a couple other things more pressing for the next two to three months. Ask how often the administrator would like you to follow up with additional courtesy calls to check on the status of a proposal or see if the firm is now ready to look more seriously at your product/service. Confirm the preferred method of communication (phone, e-mail, mail). There are so many efficient ways to keep in touch – find out which works best.

• Continue communications with the administrator until you have been asked to contact someone else within the firm. In other words, don't go over the initial contact's head, including calling the managing partner to inquire on the status.

• Talk about the trends you are seeing in the legal industry. Administrators look to you to educate them about industry trends from the vendor's perspective.

• Highlight service advantages and the accessibility to you or another person in your company who can resolve issues should they come up. Administrators like to know they will be taken care of once the deal is done and that they are not just left to a toll-free service number and the infamous voicemail nightmares.

• Concentrate on highlighting your company's virtues and strong points and offer examples of how other professional organizations have benefited from your product or service.

• Complete all items in the Request for Proposal (RFP). Incomplete responses create additional follow-up and waste time in the decision-making process. Instead, make sure you've addressed every question/item listed.

• Offer references from other law firms. There's no need to wait until you are asked for them. The legal administrative community is large and vast, and yet it is very close and tight-knit. Administrators are your very best references. Be assured that when you provide top-quality products or services or go the extra mile, they will all know about it. Everyone benefits!

• Even if you are not selected as a vendor for a firm this time, there are many reasons influencing the decision. Maintaining a positive relationship after an unsuccessful negotiation is vital to both parties' success. The administrator may change firms or may become disappointed with the original selection. If there was a positive post-negotiation relationship, the administrator could come to you in the future. And, if you maintain a positive relationship in spite of a lost bid, the administrator may still become a good referral for you when you call upon other administrators.

• Do what you say you are going to do.

• Provide exemplary customer service before, during and after the purchasing decision.

• Hang in there. You've heard that Rome wasn't built in a day - welcome to decision-making in law firms.