Business Innovators Radio - Luis R. Scott – Managing Partner Of One Of The Fastest Growing Law Firms – On How To Generate Leads Predictably

Episode Date: June 2, 2023

In this episode of Megabucks Radio, Nina Hershberger interview Luis R. Scott about how to create predictability in generating leads for any business.Luis talks about the importance of having a referral network, including professionals who may compete with you, and offers tips on how to ask for referrals.He also shares his experiences in marketing and how to start with affordable options that you can add onto as your revenue grows.Nina and Luis delve into the concept of predictability in consumer behavior and how understanding your target audience’s predictable behavior is crucial in gaining clients.They also discuss the power of reciprocity and how small gestures like offering a glass of champagne can lead to building long-term relationships with vendors and clients.The conversation then shifts to the importance of marketing for law firms and how many lawyers need to shift their mindset from just being a lawyer to becoming a marketer. Luis shares insights into direct response marketing and branding and how to start driving clients to your business now.Luis’s backgroundWe all have hurt in our lives. Luis Scott knows this truth firsthand.He was overlooked for athletics growing up.Eight of his businesses failed, and he almost went bankrupt.With his house being foreclosed upon and his vehicles being repossessed, Luis had to take on debt to survive.On top of that, his marriage failed.But despite facing hardship at every turn, Luis persevered. He played Division I college baseball, helped grow a law firm to over 200 employees, remarried, and turned his financial life completely around. Every negative experience prepared Luis for success.Today Luis Scott is managing partner of Bader Scott Injury Lawyers, one of the thirty fastest-growing law firms in the US. He is also the owner and founder of 8 Figure Firm Consulting,.He has helped scores of law firms find success, reaching a combined total of over $250 million in revenue and employing more than 2,500 people. He holds a law degree from John Marshall Law School in Atlanta, Georgia and is an in-demand speaker on elevating and scaling businesses.To reach out to Luis, go to LuisScottJr.comMegaBucks Radio with Nina Hershbergerhttps://businessinnovatorsradio.com/megabucks-radio-with-nina-hershbergerSource: https://businessinnovatorsradio.com/luis-r-scott-managing-partner-of-one-of-the-fastest-growing-law-firms-on-how-to-generate-leads-predictably

Welcome to Megabox Radio. Conversations with successful entrepreneurs, sharing their tips and strategies for success, real-world ideas that can put Megabox in your bank account. Here's your host, Nina Hirshberger. Well, welcome to today's show. I am excited because my guest today and I get a talk about my very favorite subject, which is marketing. So today's guest is Louise Scott.

he is a lawyer. We won't hold that against him, but he learned certain things to do in his law firm, so he wasn't just a lawyer, but then he became a marketer, which is what we're going to talk about today. So, Louise, thank you for being on the show today. And thank you so much for having me.

I'm excited to be here. So tell me your background. How did you get? I mean, you're probably one of those, you know, who said growing up, I want to be a lawyer. And so tell me how the path of Louise went. Yeah, so when I was young, my dad used to tell me that I was going to be two things, either comedian or a lawyer. And I always tell people that I became a comic lawyer because now I love to tell jokes.

That's one of my favorite things is to do comedy and I even do some parodies that you can actually find on YouTube because I just really love the comedy theme. But growing up, I realized I kind of had an act for arguing. And now I've learned that arguing is not the key characteristic of a lawyer. In fact, it's the opposite. It's more like studying and reading and researching. But as I was growing up, I like to argue. I like to debate. And I didn't really actually feel like I could be a lawyer.

I didn't think I was smart enough. But I had a judge who gave me an internship that completely changed my life. And that internship, I met a guy who was a criminal lawyer. And the criminal lawyer had a business where his goal was to make about $1,500 a day. Now, this was back in 22 years ago, and he wanted to make $1,500 a day. And one day he had a client come in, paid him $2,500. He said, I'm leaving for the day. And I said, well, what do you mean you're leaving for the day?

You know, it's only 10, 11 o'clock in the morning. He said, I've made my money. I'm gone for the day. And I always say that that was the moment I realized I didn't want to be a lawyer. I wanted to be a law firm owner. And so that kind of catapulted me into going into the legal space. I eventually went to law school and with the purpose of becoming a law firm owner because I just loved this concept of freedom, being able to build something,

but still being able to help people in the legal community. And so that's how I got started. Yeah, in fact, I know one of the things you talk about is no more burnout or no late night. So, okay, so you own, I think you're a partner in a law firm, right? Yeah, my co-owner law firm called Bader Scott Injury Lawyers. Okay, and so the lawyers that work for you, do they have to work late nights and have burnout? You know, one of the things that I tell people is that your work ethic should be in direct relationship to your ambition. And if you have the ambition of, you know, making a billion dollars, you're going to have to work a little bit harder.

I think Gary Vee says this. He says the reason he works 14-hour days is because he wants to buy the New York Jets. If you don't want to buy the New York Jets, you don't have to work 14 hours a day. And so I think that the lawyers that we have in our firm, they work based on their ambition. Some of them work more, some of them work less. But we never require them to work more than what they want to work. I mean, we give them the tools and resources to make the money that they want to make, but that's totally up to them.

And so I think that late nights and burnouts, if anyone in our firm is experienced, that it would only be because they want to okay so you're not requiring them to do that no no we don't so okay so you knew that you wanted to be own a law firm um but i think at that point you still didn't understand um marketing and so what we're going to talk about today is how to create predictability in your marketing in your lead generation and that's what you became an expert at as i understand Absolutely. I mean, you know, when you first get started, it's learning as you go kind of deal. And yes, there's a great resources out there. There are books and there's all kinds of things that you can do. But ultimately, you learn a lot being out in the field. And so I was a complete novice. I mean, I knew nothing about marketing when I first started 15, 18 years ago. And today, one of the things that I believe I'm an expert at, my business partner is an expert at is that component. of marketing, which really drives your business and your business growth. Okay, so we're going to apply the principles you're going to share with us,

and thank you for doing that and being so honest about all of this. But in my view, in my worldview of law, you guys can't do much marketing. That obviously is wrong. Something I thought about is wrong. There was a time period where you couldn't market like you can today, and there are some states that still prohibit certain types of marketing. For instance, in Florida, you can't have a celebrity endorser, endorse your law firm. And so there are limitations.

But, you know, Florida is the home to one of the largest plaintiff's law firms in the country. And so even despite those limitations, there are ways to go around it because marketing is really all about understanding where your client is and then meeting them there with your content, with your message. with the words, with your delivery. And so despite those limitations, there's still a tremendous amount of ability to market in today's environment. And I think that lawyers can be extremely successful, or really any kind of business,

can be extremely successful even today. You know, I know you work with lawyers now because you've been so successful. You now have even a consulting or a coaching part of your business. But do they say, you know, I just really am not good in marketing. Is there a mindset? Was there a mindset shift? Let me ask this way. Was there a mindset shift set? Yeah, mindset shift. Let's try it that way. I need some of your jokes at this moment. In your particular mind when you meant to a marketer? I mean, was there

something different that happened? Yeah, I think that many lawyers grew up with this idea that if you if you build a law firm and you do good work, people are going to come. And that used to work. That used to be the way that people got business. You didn't have to really market that much because your good work was enough. But what happened is that over time, firms like ours, who were really into marketing started taking large parts of the market share. And what I started finding was there were firms going completely out of business because they were not committing to the process of marketing. And so you have to shift your mindset, especially if you're an entrepreneurial, type of lawyer. You have to shift your mindset from just being a lawyer to being a marketer

and understanding what it is that you have to do to actually get the client that you want to represent. And so the mindset shift is, I'm no longer a lawyer who's going to be dependent on just the good work. I'm a lawyer who's going to be dependent on a system of marketing that's going to reach the client that I want to represent. Okay. And so even if you're not a lawyer, let's say you're a dentist, let's say you're an auto repair guy. let's say you're a chiropractor, the principle is the same. You've got to be, you have to have this marketer mindset to begin with. No, the principle is the same even if you sell a traditional product.

Let's say you go outside of the service-based business and you sell a traditional product. The principles are still the same. The foundation of the book that I wrote for law firms, it's called The King of Growth, how to dominate your market and create predictability in your firm, the principle is that people are predictable. And so understanding that people are predictable, you can use that to reach them in a predictable way. And the reason we know people are predictable is that you've never been to a stadium where they run out of hot dogs or beer. You've never been to an airport where they don't have enough space for all the people who are paying to fly.

Like they know how many people are going to fly. They know how many people are going to come to the stadium and order a hot dog or beer. You know, hotels, they know how many people. they know how many people are going to stay in their hotels over the summer. That's why they staff up. And so there's a tremendous amount of predictability in people. And the question is, who is your target audience and what predictable behavior do they have? How do we reach them and how do we tap into that predictability so that we can get clients?

So it sounds like you would start there. The first thing you need to know is who is your ideal client, patient, you know, customer, whatever you call them. Did you do that in your law firm? Oh, yeah. So we wanted to narrow down our demographic. When we initially started marketing and started our first radio commercial, we didn't have the financial bandwidth to do a massive campaign. I think that that's one of the mistakes that people make is that they immediately go into the general market. And by that, I mean, they tried to market to everyone.

Like we're going to market. We want every kind of client. And we're going to market to everyone. And I say, okay, fine, you can do that, but you don't have the budget for that. And so you really want to narrow your focus. And what we realized, I'm from Puerto Rico. I'm Hispanic. My business partner at the time also had a connection to the Hispanic community.

He was raised in Miami and he knows Spanish himself. And we said, you know, we're going to focus in on the demographic that we understand and know. And that is the Hispanic market. And so we took our limited budget and started marketing in the Hispanic market so that we can narrow our focus. So it started with who is our audience that we're attracting? and then where can we reach them? And we knew that in the Hispanic markets, being on the radio was a powerful way to reach them. And so we started marketing on the radio, and that was the genesis of our marketing journey.

Okay, so you knew there was a Hispanic market, and you knew that they particularly listened to the radio. That's what you're saying, right? Yes, because we were trying to reach people who had been injured on the job. and many of those workers that worked in factories or manufacturing or in construction, they tend to have the radio on. And so we knew if we just marketed to them, we would be able to reach them. Okay, so that is the market. The media was the radio.

Now, what message did you send to those people? So for us, we believed that our audience was about family. We believe the Hispanic community was about family. Again, as a Hispanic, I thought that that to be true. You know, I grew up in a Hispanic home. It was very family-centric. And so our message was we were committed with you and your family. That was our message, committed with you and your family.

And so if you've been injured in an accident, we wanted you to know that we're committed with you and your family. Because this affects not just you, affects your family unit. Because if you can't work and you're a primary breadwinner or maybe in some cases, breadwinner of the home, this was going to affect your whole family. And so we wanted people to know that we're here for them, but also their family. Yeah, and I suspect that you're probably on a Spanish radio station as well. So you're speaking their language as well, correct? Absolutely. And I think that communicating in someone's language is just as important as the message that you're delivering. Yeah. Okay. So was radio the only thing you've done? Or did

you go beyond that? So initially it was just radio, but at this point, we do everything. So we're on radio, we're on TV, we're on billboards, we have a massive paper click, LSA spend, we do SEO, organic and paid social media. So we currently have about 60 different types of marketing channels that we use in order to attract clients. Wow, you must have a big budget. How many lawyers do you actually have in your firm?

I should have asked that. So currently we're at 30 lawyers. And yes, our marketing budget is just under 10 million for the year. So, you know, most people would say, whoa, 10 million. Are you kidding? I don't have 10 million. You know, because it's expensive. It's an expense in my, you know, and what would you say to that?

Well, the thing is that we didn't start with 10 million. million. I think we started with about $100,000 for the year, and that was where we started, and we started stacking. I like to tell people that what you want to do is you want to stack your marketing, so just keep adding to your marketing as your revenues grow. But the real question is, what is the process by which you determine the type of marketing that you're going to do? And I have something called the nine principles or the nine pillars of marketing. And I never would recommend somebody goes directly into radio or TV or billboards because it's so expensive, my recommendation is that people start with things that they can afford,

that they can continue to add on to. So whether that's starting a website, putting money into SEO, maybe doing those LSAs or Google Verified types of advertising, pay-per-click, things that you can actually control your budget a little bit better and has a more direct response. So I divide your marketing into two pieces, direct response and branding. And you really want to start primarily in the direct response field so that you get people who are ready now to buy and purchase, but you don't want to stay there. You want to eventually build a brand, but initially you want to start getting clients that are ready now to hire, and you're going to be competing with other people who want those clients. So it's going to cost a little more.

That's why it's not sustainable long term, but you want to start driving at getting clients now. Okay, so I'm thinking, again, I'm going to go back to other industries besides, because these principles are very, very brilliant. First of all, let's give a definition of what is direct response marketing. So for me, direct response marketing is anything that you can spend money on and essentially have a direct connection to the client calling you. So the other day, I needed a service done at my home. I actually needed one of my AC units to be checked out. For some reason, it wasn't blowing cold air. I went online and I typed in an air conditioning company locally near me. three different air conditioning companies popped up at the top.

This is what's called Google Verified. I clicked on one of the companies. This, by the way, is an actual true story. I clicked on one of the companies. It led me to a landing page. I filled out the information. I paid right there for an $89 visit. And the next thing I know is I get a text message saying that they're going to schedule an appointment with me.

That is direct response. They paid for that ad. I clicked on it. They got a customer. And so direct response is anything that can essentially guarantee for a price. a client and a customer. And that's generally going to be pay-per-click, paid social media, LSA, anything that you can create lead generation from.

So you said LSA. You explain what that is. So some people call it Google verified, but it's the local service ads. If you're a service-based business, you can actually get your business verified by Google, and they will promote, depending on your budget, they will promote you when somebody searches the keywords that are in your industry.

And so that gives you almost an immediate access to clients who are ready to purchase today. Is that same as Google Places, you know, accepting your business, verifying your business? I haven't heard that term specifically, but it's likely similar to the same thing, yeah. Okay. So is it good to be in the top in an ad or is it good to be on the map? Oh, you know, this always comes down to like the strategy that you want to employ and and how you want to, you know, market your business, to be in the maps, you have to be in proximity to the person searching. So you definitely want to be in the maps because if the person is within your proximity, you

want to be the person that shows up. But to be in an ad gives you an additional opportunity to reach the same person. So I say that the quadriple cocktail, I used to call it the triple cocktail before LSA came out, but the quadriple cocktail is that you have an LSA, you have an pay-per-click ad, you're in the maps, and you rank high on a lot. SEO. If you do all four of those things, you're going to get a lot of clients. And so that's one thing you're making sure that you do. So you talked about your nine pillars. Can you give us an idea, maybe two or three of those pillars? First of all, let me ask you, are you the cheapest lawyer in

your community? Oh, no. And just to go, you had mentioned being a consultant with a figure firm. I'm also not the cheapest consultant. In fact, one of the things that I get is, wow, your price is much higher than other consulting groups around there because I don't want to compete on price. I want to compete on value. And so when you compete on value, you have an opportunity to charge more and not have to be, you know, searching for clients at the bottom of the barrel. Yeah, no, that's a very, that's probably one of your principles, but when you've talked about it, and I wanted to bring that out.

So explain to me on value, I mean, because that can be a very nebulous kind of terms. So what does that mean? So let me back up and say, I found you. You know, just even your air conditioning example, you found them. How did you know they were a good value? So they had more reviews than anyone else. They had more five-star reviews. The reviews looked legitimate.

I went to their website. Their website looked like it was professionally done, which means they spent a little bit of money on it. I looked at the services, the explanation. Because I'm in the marketing space, I kind of know what I'm looking for, but I'm looking for a business that operates like a business. And, you know, this is something that I think that people would agree with if they really thought about it. But the best businesses out there are businesses that operate like true businesses.

The best restaurants are the ones that operate like true restaurants. Yes, there are one-off mom-and-pop shops. Like, let's talk about restaurants. You can go to any city in America, and you'll find a mom-and-pop shop. that the place is nasty and dirty and the food is amazing and they have a line out the door. You can find that. But you will also find thousands and thousands of those similar type of spots that are nasty and dirty that have nobody and they're going out of business.

And so the reason I say that is that generally speaking, the more systematized and the better your business is the more likely it is to succeed. And so I'm looking for, is this a business that looks like they run like a business or is this a mom-and-pop AC unit guy who's just working by? himself and you may or may not get good service you may or may not see them you know get there on time when I clicked on this person this company's ad I knew they were going to show up on time I knew they were going to communicate I knew that they were going to be responsive and I knew that because of the way that they position

themselves online yeah I mean Louise that is just brilliant that is so right on I think about the book by Michael Gerber the e-miss you know I'm sure you You've read it. You know, if I'm good at making, you know, baking, I'm going to start my business because I'm a good baker. No, you've got to be good at business. Yes, absolutely. So now, let's pivot to your nine principles.

Give me a few of those. So generally the nine principles or the nine pillars of marketing focuses on doing the things that do not cost a lot of money at first. And so one of those principles is having a referral strategy, especially in a service-based business, you have to have a referral strategy. And there's three types of referrals. And those referrals are, you know, clients, that's what we think about, generally speaking, professionals that don't compete with you, and then professionals that do compete with you. Now, that may sound a little interesting. Why would you call a professional that competes with you?

Well, think about the dentist, because you mentioned a dental office. If you're a dentist out there, you want to make sure that you're getting referrals from clients. but you also want to make sure that there are professionals in the industry that are not in your specific industry that are referring to you. So other lawyers should refer dental patients to you. You know, doctors should refer dental patients to you. Real estate agents should refer dental patients to you. You should have a referral network of professionals who refer to you for dental work.

So that's number two. The third part is professionals that compete with you. So if you're a dentist, you should be getting referrals from possibly oral surgeons who already finished their oral surgery and now need a dentist. You should be getting referrals from orthodontists. You should be getting referrals from people in, you know, that do ear, nose and throat surgeries, and they realize the person needs dental work and so forth. So that is where you need to focus on, is those three types of referral strategies.

So that's one of the pillars is referral. Yeah, so you said you have 30 lawyers. Do you have a person in your law firm who does nothing but manage the referral system? Yeah, so we have a position in our firm called a vendor relations manager, and we also have several systems that manages referrals. We have a couple of people who focus on referrals, and then we have something called the customer journey. The customer journey is where we've mapped out essentially how a client is guided through the system, and it's a marketing tool. Even though it is an operation system, it is a marketing tool that will help the individual. client begin to believe that they should be referring to business to us.

And we do that through a series of emails, text, messages, videos, you know, documents that we send them so that they can begin to believe that we're a good system. Yeah, so the point is you're not, you're just not hoping somebody will refer. You literally pay people to make sure that that referral program is spot on, is working, is bringing people in. Absolutely. That's a big deal. Yeah, so one of the ways you get referrals is you ask for them.

And so we're real big on making sure that we have a team of people dedicated to asking for referrals. We ask for reviews. We ask for referrals. We make sure that they know that if they're happy, we want to represent anyone they know that may have been injured as well because that's the best way to get business. Okay, so walk me through. What would that person be doing to get? So, okay, I've come in. I've decided I am going to use.

you, your services, you did really, do you start asking for referrals right from the very beginning or do you wait until they have success? So I always say that there's multiple points in a representation that you can ask for referral. The first part is where you give them hope. That's generally at the beginning of the representation. I've given you hope that your case is going to be handled with care and that your problem is going to be solved. If the person feels like there is hope, that's a perfect time to ask.

for a referral generally within the first 30 days of working with the individual. The second place is in the middle of the case when you realize something good happened in their representation. So let's say we want a motion or we want a case or we look like they're going to accept the claim and we're going to be able to win the case. That would be a perfect time to ask for a referral. The third time is when they're a happy client. When they're a satisfied happy client at the end of the case, you can ask for referral. So there's three parts where you can ask for referral and you should just be looking for those months. moments and when that moment happens, just ask. And if they know someone, they'll refer to you.

And so is it the lawyer that's working with them that ask us, or is it your person that you've hired on staff? I think that we, I think you have to have a system of like a multi-pronged system. We have a dedicated person that does it. We have the legal assistance that do it. We have the lawyers that do it. And so everyone should take some level of ownership and in asking for that referral. Okay. So let's go back to the referral sources you talk. It's about, we'll go back to the dental example. So what do you do to really nurture those kind of referral sources? If it's a client source, there's the concept of reciprocity.

We want to make sure that we're giving them something that connects them to us. I recently was talking to a presentation. I did a presentation down in Charleston. And I talked about the experience of going into like a Gucci store or a Valentino store. And I specifically went into a Valentino store and I was shopping for my wife. I wanted to buy our pair of shoes. I walked into the store. They asked me to have a seat.

I had a seat. Then they said, do you want a glass of champagne? And they gave it to me for free. Just that little glass of champagne had me spending thousands of dollars on a pair of shoes. And that's the concept of reciprocity. And so what you want to do is you want to develop a system of reciprocity. You're giving something to someone for nothing. And you're doing it because it creates a psychological connection.

to that person. And so when a client is in your office, you want to, you know, maybe not if you're a dental office, but, you know, in a legal office, you may want to give them some chocolate chip cookies at a dental office. That would probably not be the right thing. But what is it that you can give the client when they leave? You can give the chocolate chip cookies when they leave. Right. You can give them two hot chocolate chip cookies on the way out. But, you know, what is it that you're giving them that is going to create that psychological connection or strengthen the connection that is already existing. And so for clients, that's what you want to do.

For vendors, it's the same thing. Vendors are people. And this is something that I try to instill in all of my consulting clients, and that is vendors are people. Businesses are essentially a group or an aggregate of people. And so if you can get to the heartstrings of people and you can make connections with the people, you're going to make connections with the business. And so when we're working with vendors, we want to connect with the people.

So we send pizzas, we send cookies, we send Chick-fil-A, we say whatever we can do to make a connection with the people of that vendor that we want a referral from, we will do, as long as it's legal and ethical, we will do to make sure that we make the connection. So it's all about this concept of connecting with more than just a transaction. And this is something that I absolutely hate. I hate working with a vendor who is transactional. When a vendor wants to be relational, when they want to know about me, about my family, about my kids, about the book I just wrote, whatever it is, that makes me connecting more to them. And it's more likely I'm going to work at them for a long time. Interesting. How many vendors do you say you would have in your practice for referrals?

Probably if I had to guess conservatively somewhere between 50 to 70 vendors we work with. Wow. Wow. Wow. So how often would you, you know, you talked about sending pizzas and cookies and Chick-fil-A and that stuff, how often do you touch out and reach out and touch with those people? Generally speaking, at least once a month, but the stronger the relationship, the more often you should reach out. You know, it's one of those things where you have to kind of gauge the relationship and see how it's going and, you know, be in a constant state of relationship building. I always say that the more committed you are to the relationship building, the more likely it is that you're going to get the result that you want from that particular vendor.

And the nice thing about it is, you have somebody on staff who's that's their job is to really focus on. It's not a side issue. I think that's a big deal. I think that's a real big deal. Yeah, absolutely. So newsletters, one of my favorite subjects. Do you do newsletters at all? We do newsletters.

It's more of a branding thing. So this is where you have the opportunity to really brand yourself by keeping your name top of mind. I always talk about the State Farm agent that sent me a letter for two years. And I kept getting this letter, letter, letter. I never did anything with it. I didn't even open it, but I saw it. And I saw her name. and I saw State Farm.

It's all her name, State Farm. And one day, I decided to get life insurance, and I decided that I needed a disability insurance. I was getting older. I was, like, in my late 20s, you know, in your early 20s, you don't think about those kind of things. I'm in my late 20s,

and I had been receiving this letter for years from this particular person, and guess who I called? I called her at State Farm, because that was the person that was sending me the letter. So that's what a newsletter is about. It's top of mind awareness,

and that's what the focus is. So you do do a newsletter. them? Yes, yes, we do a newsletter. And we do it email and we were doing a paper one as well. Is it to your current prospects, to your clients, to vendors, so who's getting the newsletter? For me, anybody who could possibly send me a client is who I'm focusing on. So I'm always focusing on who can send me a client, who could be a referral source for me. And so, current clients, previous clients, all of that is on the table. One of the big pushbacks I always have with newsletters is it takes too much time.

I don't know what to say. I'm not a good writer. How do you produce them effectively? So there are services out there that you could use that will do newsletters. They're a little pricing. But there are services out there that you could use to do a newsletter. The other thing is hiring a virtual assistant to help you create the newsletter could be a great way to get the newsletter produced. But I would definitely refer that out if you don't have the time.

Now, I will say when you're first starting out your business, you don't have that much business to begin with. So you should have the time to be able to do it. And then as you get more business, you can hire someone to do that work. Okay. Let's go back to the pillars. Was referral your number one pillar? Am I right on that? Our first pillar was the customer journey.

And so these are essentially not in any particular order, but if you had to choose an order, it would be the customer journey, and then you would go into the referral strategy. Then from there we would do SEO, pay-per-click, LSA, paid social, organic social. Okay, so customer journey means, I mean, I have a very good, friend who actually used to work for Disney. And he talks about Disneyifying your business. So it's an experience. And that's kind of what you're talking about, isn't it?

A hundred percent, yes. It's about creating a journey for the client that is scripted versus one that is just, you know, just spontaneous. You want to have an intentional journey that they go on that that lets them believe in your product, that lets them believe in what you're doing. Yeah, no, that's, that's brilliant, yeah. Okay, so keep going. What's another pillar? So from customer journey, it's the three points of referrals.

So that's pillar 234. And then once you go through the referral, you're going to go into SEO, which I hit on a little bit earlier, which is having a really great website that reaches people organically, then pay-per-click, then I move on to LSA local service ads lead generation. There's some lead generation sources out there,

then paid social media and then organic social media. Oh, okay, all right. So that makes sense. So each one of those is a pillar then. Yes. Okay. So this would be the foundation, to me, of any service-based business.

If you did, in my opinion, all nine of these things, it's very unlikely. You won't have a growing business. Wow. And within each one of these things, you know, there's other things. Like the customer journey, that's where our newsletters reside. So we do newsletters in the customer journey, text messaging threads, video creation, all that is done in the customer journey. You know, Louise, I'm sitting here thinking about, you know, the port dend.

I'm going to go back to the board dentist. I'm, you know, I mean, he's thinking, man, I don't have any time in the day to do all of that kind of stuff. But what you said at the very beginning, I don't think, I don't remember you saying that you don't, you don't practice law anymore, right? You own the company, so you don't actually practice law. That's correct. I have not represented a client in about six years. Yeah.

So that you're, I mean, you're working on your business, not in your business. So none of this kind of thing could happen with you also, you know, working with the client, I would think. It would be very, very challenging to be working with the client and also creating this just from a time perspective. And so, you know, you have to really ask what do I want to focus on? Do I want to focus on creating a business that develops predictability in my life? Or do I want to be focused on being the cake maker? Yeah, that's so smart. Louise, I am looking at the time, and we are out of it.

I could talk to you forever. That's amazing. Tell them the listener, your book again, and I assume they can find it on Amazon. Is that where they would go to get it? Yeah, so I have a book called The King of Growth, and Louise Scott is where you could find a King of Growth on Amazon. And I actually released the book yesterday.

It's my personal journey of overcoming hardships over the last 20 years, and it's called It Has to Hurt. And so that is my new book that was just released yesterday, really excited about that. But would, yeah, you can find both of those books on Amazon. Okay. And Louise is spelled L-U-I-S and last name is Scott, S-C-O-T-T. So, Louise, there could very well be somebody who is. is struggling in their business and really, really resonates with you.

Is there a way that you'd like somebody to reach out if they are interested in maybe in consulting? Do you consult outside of the law firm? I have not been consulting outside of the law firm, mainly because that's the practice niche that I've been in. And also a lot of businesses outside of the legal space don't want to pay the fee. I mentioned earlier I don't compete on price, I compete on value. But if somebody is in a service-based business and does have any interest in at least having a conversation, I'd be open to it and they can reach me by going to my website, which is louiscotjr.com, louis scottjr.com, and they can find all my links there, my speaking link, books, links, eight figure firm links, and they can also contact me directly from there. Well, that is fabulous. And this has been such a pleasure.

I could listen to you forever. You are amazing. And I'm glad we were able to hook up and get you on the podcast. Any final words before we sign off? The big thing is make sure you extend your horizons. Plan, but be patient in the process. And if you do that, you'll have the results that you want to have. Thank you again for having me.

Well, my pleasure. So this is Nina Hirshberger, signing off saying, go and make the plan. Use those nine pillars and get it done. Until next time. Thank you for listening to Megabucks Radio with Nina Hirshberger. To learn more about the resources mentioned on today's show or to listen to past episodes, visit megabucksradio.com.