How To Create A “Lead-Generation Pipeline” With Your Blog (Part 1)

In the first of this two-part series, columnist Daniel Faggella outlines three strategies to ensure your content speaks to your viewers to turn traffic into prospects and prospects into buyers.



Today we’re going to talk about creating a “pipeline” that serves up leads and hungry prospects to you — every day, 24/7 — on autopilot.

Now, for the sake of full transparency, the methods you’re going to learn here today aren’t really so much about 100% automation as they are about 100% leverage. Here’s what I mean by that: Imagine you’re on an island, and you’ve been hired by a village to bring them water. It’s deep inland. And it pays well. Sounds like an easy trade: labor for dollars.

Of course, you have two choices…

  1. You can carry buckets all day, every day, to and from the village. It’ll be hot, the road is long, and sooner or later, it will become quite exhausting.
  2. Or you can build a pipeline, hang it above ground, safely out of reach of any unwanted critters, and simply make sure water goes in one side every day.

It’s from this perspective that I want to teach today. Let’s dive in.

Plugging The “Leaks” On Your Site

Now, most people are highly sensitive to the fact that they need to generate more leads, which many naturally translate to driving more traffic. But driving traffic without a proven conversion model is like dumping water into a pipeline with holes in it. Not good.

So first, let’s build the system that is going to take our cold traffic and ruthlessly convert it into leads and buyers. There is really only one simple step to doing this, but don’t fall prey to discounting it merely because it’s simple.

Simple doesn’t mean easy.

The key is to make sure your blog speaks explicitly and directly to the needs and desires of your potential buyers. There is a nuance to this, and to really understand it, you need to hack into what we call the “Buyer’s Journey” (which I’ll cover in Part 2 of this series, so stay tuned for that). Secondly, you want to give these potential buyers plenty of opportunity to raise their hands and add themselves to your list.

It’s at this point that this article will diverge from the plethora of mostly useless “training” material on the Web today… because, while most tend to dive straight into “tactics,” we’re going to talk instead about something far more powerful, far more subtle, and far more important to the success of your lead pipeline. We’re going to talk strategy.

3 Key Strategies To Building An Effective Online Pipeline

Tactics are specific “close-up” initiatives that you use in implementing your strategies. We’ll dig into those later in this article and (especially) in the next article.

Strategies are higher-level principles that really determine which tactics you use and when to use them.

It’s important that you develop the strategies first, and then fit the tactics around them. If you were filling up a glass jar, your “strategies” would be the big rocks, and the tactics would be the sand that fills in the gaps.

Strategy #1: Give First, But Only With Intention.

Believe it or not, my email marketing consultancy is an actual business that makes real money. I give away very valuable material for free all the time. But it’s always with a clear intention to push the prospect to buy.

Giving your best stuff away for free is all the rage right now. I’m not knocking it — I’m merely saying you should be intentional about what you give away. For instance, I happen to give away several free tools and worksheets for optimizing email marketing (although you probably want to frame the offer with language that emphasizes that what they’re getting still has real value). I don’t give jiu jitsu training at, because the goal isn’t just to give away free stuff.

The goal is to give away the right free offers that will attract buyers.

You might want to read that again or write it on an index card and tape it to your wall. You’ve got to “reverse engineer” this so that each piece of value that you give pushes them slowly and gently into a buying relationship with you and your company. Give with intention.

Strategy #2: Sell Quickly.

If you view “selling” as something to be afraid of, or worse, if you feel like selling or promoting your paid material is a violation of your leads and prospects, then you are in serious trouble. We’ll get into more of this when deconstructing the buyer’s journey.

The entire point of getting someone to opt in to your list is to educate them to a place where you can see real results as they “level up” to the paid stuff.  When you do your selling based on the values and goals of your prospect, it becomes less “salesy” and more helpful.

We can only offer so much value at the “bottom rung” of the ladder (the free material) before a lead will have to level up into the paid programs. Is it only to pay our checks? Absolutely not! It’s the way the world works. Name three things you value greatly for which you paid nothing. The things you pay attention to most often cost you a great deal of either time or money (or likely both), and it’s in an effort to best serve the customer that you must get them to invest as quickly as possible.

Strategy #3: Polarize, And Do It Now.

I love it when people unsubscribe from my list. Why?

Because the people who aren’t in line with our message are most likely not buyers. I’d rather someone unsubscribe than sit on my list, lukewarm and costing me money to email them — which leads us back to strategy #1: The point is to attract and convert buyers, not “freebie” seekers.

Polarizing (as in swinging to one side or the other) in your messaging allows you to connect deeply with the people who are most likely to buy from you. And it allows you to capitalize on those relationships by building virality into your marketing (They’re not just more likely to buy, they’re also more likely to share) while repelling those who are never going to buy from you.

A list of 100 potential buyers is worth infinitely more than a list of 1 million “never-gonna-buy” prospects.

Capture The Lead

Lining up these three strategies allows your tactics to be virtually unstoppable. If you get aligned on this, you’ll see noticeable breakthroughs in your lead generation efforts. Next month, I’m going to dive deeply into the best ways to actually optimize your site to capture email addresses. The point is to convert cold traffic into prospects, prospects into buyers, and buyers into raving fans.

In order to do that, you’ve got to start at the beginning (the strategy). But in part two, I’ll reveal my favorite tactics for practically rigging up your site to be a lead pipeline, and we’ll explore a few sites that are doing this exceptionally well.


For more information about this article by Daniel Faggella read the full article at


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Leads Goals Are Dead And We Can Thank Pipeline Marketing

Marketers have been doing lead generation for decades.

Google Ngram, which charts the frequency of any word or phrase found in printed sources, shows lead generation has been in use for at least 50 years.

That’s before the internet. Before content marketing and growth hacking. Before SaaS, AdWords, and attribution. While the work might have changed, the lead generation mindset hasn’t.

And for many marketing teams, generating leads is their goal. That’s unfortunate. When that’s the case, CEOs see B2B marketers as second class citizens and sales as the heros because marketing teams aren’t driving revenue. This needs to change.




Leads Fall Woefully Short

Something designed in the 50’s isn’t going to cut it today. So where does lead generation fall short?

Simply, focusing just on leads l doesn’t build long term value.

If you aren’t building a following and establishing your brand as an expert resource, you aren’t building long term value.

It requires educating your prospects via a nurturing flow, and producing quality content that convinces qualified leads to engage with your sales team.

Focusing just on leads causes misaligned goals with sales (leads vs. revenue) and media teams optimizing for cost per lead rather than true business growth.

Once you consider all this, it’s not a bit surprising that 99% of leads never convert into customers, according to Forrester.

That’s right, only 1% of generated leads actually turn into revenue.

If your intention is to grow your business, shouldn’t you focus on generating customers and revenue, not leads?

Generating leads isn’t dead, but leads as a goal is dead. All marketers might not know it yet, but it is. Only when we acknowledge (and accept) its death can we then move on to something better.


Pipeline Marketing Is The Answer

Pipeline marketing is the evolution of lead generation that focuses on the entire funnel, making decision based on revenue instead of leads. It’s about optimizing all aspects of marketing to widen every stage of the funnel.

Marketers need to be able to generate more MQL’s, more SQL’s, more sales opportunities, and more deals. Marketers have to use the entire pipeline to achieve this mission.


Pipeline marketing is inclusive of all channels, campaigns, and activities. content marketing, inbound marketing, lead nurturing, social media, paid search, and growth hacking are how you do it. But pipeline marketing is whatyou’re doing across these disciplines, i.e. using data or insights from your pipeline to grow your business.

Once a company has fully adopted the pipeline marketing mentality, it will open up new marketing initiatives. For example, the Bizible the marketing team does not carry a lead goal. In fact, we don’t even carry an opportunity goal. We only measure marketing success by closed revenue and make decisions based on this metric. Even if we generate a lower amount of leads or opportunities, it doesn’t matter. Our revenue is all that matters.

As you might have guessed, pipeline marketing can only be accomplished through marketing attribution. In other words, tying the marketing source of a lead to the amount of revenue you actualize with their close of their deal. Marketers are so focused on leads because they have trouble “seeing” further down the funnel.

For more information about this article by Dave Rigotti check out the full article at

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3 Best Practices of All-Star Sales Forces (Infographic)

How well is your company managing its sales pipeline, and does it really matter? According to new research from Vantage Point Performance and the Sales Management Association, 44 percent of executives surveyed reported that their organizations were ineffective at managing their companies’ sales pipeline. (The execs were from 62 business-to-business (B-to-B) companies, 39 percent with revenue greater than $1 billion and 37 percent with revenue greater than $250 million.)

This gap in effectiveness may matter more than you think because the research also found that companies reporting effective pipeline management saw revenue grow 15 percent faster than their ineffective peers. What’s even more interesting is that companies that mastered three specific pipeline management practices experienced 28 percent higher revenue growth.




Below we’ve outlined what our research pinpointed as those three pipeline management best practices for all-star performers:

1. Clearly define the sales process.

At its most basic level, the sales pipeline represents your company’s sales process and how your company tracks progress through each stage of the process.

Pipeline management includes everything from the way the sales pipeline is designed to how it is measured and how it is used to drive sales-rep performance. Without a clearly defined sales process, the pipeline has no foundation. We found that sales forces were most effective at managing their pipelines if they invested time in defining a credible, formalized sales process. In fact, there was an 18 percent difference in revenue growth between companies that defined a formal sales process and those that didn’t.

This begs the question — what specifically does a “formal sales process” mean? For starters, it means having clearly defined stages and milestones universally understood by your salespeople. If your sales team has to guess where a particular deal belongs or how to manage deals in each stage, you likely don’t have a formal sales process. In addition, your sales process should align with how your customers move through their buying process. Don’t fall into the trap of using generic sales processes that may not reflect your customers’ actual buying process. Instead, invest time in developing a unique process that reflects the reality of your sellers, and make sure your sales force understands how to use it.

2. Spend three hours a month on pipeline management.

In addition to a solid sales process, our research revealed that companies must also allocate enough time and resources to make pipeline management effective. Companies that spent at least three hours per month managing each rep’s sales pipeline realized 11 percent greater revenue growth than those spending less than three hours per month. However, success doesn’t depend on just the amount of time spent on pipeline management — but on how the time is spent.

While many sales forces believe they spend a lot of time managing their pipelines, they often, in reality, spend their time creating forecasts, not managing the pipeline. If your pipeline discussions revolve around close dates, probabilities and deal sizes, then you are just forecasting. Period. However, if you spend your time discussing the overall health of your sellers’ pipelines, as well as helping them shepherd more deals to a successful close, you are managing your pipeline productively. The primary focus of a pipeline meeting should be to help reps develop a game plan to move deals forward, not just scrub customer-relationship management (CRM) data and forecasting revenue.


3. Provide pipeline management training.

Our research revealed that 61 percent of executives surveyed admitted their sales managers had not been adequately trained in pipeline-management strategies and techniques. This begged the question — how can we expect our sales managers to do something well when we haven’t prepared them to do it? The payoff for training on pipeline management is tangible. Companies that adequately trained their sales managers saw their revenue grow 9 percent faster than those that didn’t. But not just any training will do. Targeted training to address specific pipeline management challenges, not just generic training on leadership or coaching, is key.

Most pipeline-management training revolves around technical training on using a CRM system, but what managers really need is training on making better pipeline management decisions — for instance how to determine the ideal pipeline size for each rep. Managers need to know at what point in the sales process their actions have the biggest impact. They also need to know how to structure pipeline meetings so they enable coaching rather than inspection. These few skills alone can have a significant impact on sales force performance.

The good news: There are no hidden secrets to effective pipeline management. It all comes down to defining your sales process, allocating the time and resources to pipeline management and then instituting pipeline-management training. Integrate these three best practices in your sales force, and the revenue will follow.

Robert Kelly, who founded the Sales Management Association in 2008, contributed to this article. Kelly was previously vice president of sales operations and strategy at Genuine Parts Company, where he provided leadership to sales management and developed sales effectiveness programs at GPC’s S.P. 


To view the infographic read the full article by Jason Jordan at

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4 Rules for Getting Better Client Feedback

A quick glance at Clients From Hell confirms it: there’s no shortage of people willing to provide unskillful feedback to creative professionals. From too-vague direction (one client once asked me, “Can you make it look more… yummy?”) to overly prescriptive requests (like the classic “make the logo bigger”), it often seems like the feedback we receive is designed to make our jobs more difficult.

I’ve daydreamed more than once about requiring clients to attend a “Giving Useful Input” workshop – or achieving some mythical level of success where I could afford to be haughtily dismissive of clients’ demands.

But I’ve learned that in fact, you can teach most people to give you better feedback—and it doesn’t require a whole workshop. Just a few ground rules can make all the difference in the world—and take collaborations from painful, “design by committee” experiences to fruitful ones. (You might even find that you start toappreciate others’ input, rather than dreading it. No, really.)

Rule #1: Get Into Your Audience’s Heads

One of the biggest challenges for people who don’t work in marketing and communications is that if you haven’t been trained to cater your style of communication to different audiences, you tend to forget that the audience might be different from you. As a result, many clients will give you feedback during a creative process that’s based on their personal tastes and preferences, rather than on the goals of the project or the tastes of the audience you’re trying to serve.

You can correct this tendency by telling them early and often that while you’ll do your best not to offend their personal tastes and preferences, the most critical success factor is appealing to their audience. So their job when reviewing concepts and drafts is to think constantly about what their audience wants and needs – and to help you meet their audience’s goals. And importantly, agree before the design process exactly who is their audience.

Most people will need reminders about this, so don’t be shy about pushing back on feedback that sounds more like a reflection of the client’s personal taste than their audience’s: “OK, I get that you don’t like bright colors. Is that true for the people who’ll be visiting your website?”

Rule #2: Communicate the “Why”

For every piece of feedback you receive, from “Can we move this over here?” to “I hate it,” practice asking your clients the magic question: “Why?” Not in a belligerent way, of course, but with genuine curiosity. You want to dig beneath the surface layer of what they’re saying and find out what’s behind it. Can they tie their request to the project’s strategic outcomes? Do they have a particular audience segment in mind?

This is such a simple but effective technique that you don’t even need to give your clients a heads-up that you’ll be doing it. You can simply coach them on the spot to give you more useful feedback with prompts like, “Tell me more” or, “What’s important about that?”

If you’ve spent some time before your first concept pitch defining your project goals, you can also guide your clients back to those. I like to tell clients they’re welcome to be as critical as they like, so long as they back up their criticism with references to the target audience or strategic goals. This approach helps everyone keep one eye on the strategy and the other on project execution.

Rule #3: Don’t Offer Solutions; Identify Problems.

Here’s where we tackle the problem with “Make the logo bigger.” A request like that doesn’t give you a good “why,” but it also leads with a proposed solution rather than engaging the creative team’s, well, creativity.

It’s common for clients (and everyone, really) to think they’re being helpful when they proffer solutions to the problems they perceive – without realizing the drawbacks of that approach. So it’s common for creatives to hear feedback that comes in the form of change requests (“Can we substitute blue for green here?” “Let’s drop this whole section.”), when what we’d much rather here is a clear articulation of what’s not working (“The green reminds me too much of our competitor.” “I’d like us to move more quickly into describing the benefits.”).

If you’re getting “solutions” from your client, try asking them, “Can you tell me what the challenge is you’re trying to solve?” You can explain, if you like, that by framing their feedback in terms of a problem or challenge, then you can put your heads together to solve it (or indeed, you can go away and come up with some proposed solutions for their review).

And if you’re working with a team, you can also open the issue for group discussion, by asking questions like:

  • Anyone else see the same challenge?
  • What other ideas do people have for addressing this problem?
  • What if I went back to the drawing board and mocked up how that might look, alongside a couple of other possibilities?

None of these throws out the client’s suggestion, of course – it’s just a matter of wanting to dig a little deeper and understand the problem, so that everyone on the team can bring their creative skills to bear on solving it.

Rule #4: Give the Right Feedback at the Right Time

When you’re giving your initial creative pitch, I recommend briefing your clients on what aspects of the concept are easy to change now, as opposed to later in the process. So for example, a designer might want to nail down the logo treatment, layout, and logo treatment early, while the typeface choice could potentially be changed later without throwing the whole project off the rails.

These are the kinds of details that probably seem obvious to you, but are often not at all clear to people outside the creative professions, so by requesting feedback on the specific elements of your design that you’d like to nail down early, you’ll be doing everyone on the team a favor.

Everyone’s an Expert

At the root of all four of these ground rules is my belief that while creative professionals bring deep expertise to the table, so do our clients; it’s just that our areas of expertise are different.

You know a lot about designing brilliant solutions to your clients’ problems. Your client knows more than you do about their audience, strategic goals, and internal processes – so let them guide your thinking on those things, and guide them on how to make the most of your strengths.

If you can help everyone focus on their areas of expertise—and to support each other in doing what they’re best at—you’ll have an efficient, effective, and probably very happy team.

And you may banish “design by committee” from your life for good.

For a deeper look at the keys to effective creative collaborations, watch Lauren’s 3-part course on Collaborative Design at

For more information check the original article by  posted at

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Why being weird gets me more clients

They pop up frequently – in brightly-colored banners on websites, in aggressive social media ads. Sometimes when I wait in line at Barnes and Noble, I catch them staring at me, glassy-eyed, from book covers.

They have power suits. They have perfectly coiffed hair. Their smiles are fixed. Their expressions are hungry.




They are… the Brand Mavens.

You know who I’m talking about. Brand Mavens are those peppy, cutthroat folks who talk almost exclusively in business-ese. They write urgent, vaguely condescending blogs and books that claim to reveal the “secrets to success”. They insist that to Get Ahead in this World, you have to aggressively market yourself as a nice, safe, tame product that appeals to the broadest swathe of humanity possible.

They probably start their mornings with a nice hot cup of coffee mixed with rocket fuel and the blood of innocents.

Okay, fine. I’m not being quite fair to the Brand Mavens. They’re only trying to make a buck out of the advice game, and some of them have perfectly sound advice to give about self-promotion (heck, even a blind squirrel finds some nuts). If you’re looking for tactics to aggressively market some carefully cultivated version of yourself, these people are good gurus to have.

But Brand Mavens so often insist on self-promotion for its own sake, implying that you are a hapless FOOL if you are not aggressively shoving a “brand” down potential clients’ throats. And worse, they often insist that you define your brand in the most homogenized, highly “saleable” way possible – in a manner that could never offend (or excite) anyone.

That. Is. Claptrap.

Read the rest of this “weird” article by Kate Hamill at

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9 Ways Freelancers Can Get Paid on Time and Avoid Deadbeat Clients

Cash flow management for freelancers is more than just finding clever ways to save money personally and professionally. It means getting paid for the services you provide but that, unfortunately, requires more that sending out an invoice and then sitting back waiting for your payment. You also have bills to pay and if you don’t have the funds, then you risk defaulting on the gadgets and services that keep your business afloat.

Here is what I’ve learned about getting paid from 15 years as a freelance accountant and small business owner;




1. Be known as a professional.

Your reputation isn’t just important to attract and retain your current clients, it can actually play a part in getting paid on time. If you’re rude to clients, late on projects, deliver sub-par work and have a website that screams amateur, then why would a client make paying your invoice a priority?

Prove to clients that you are a true professional worth hiring by always being polite, exceeding goals on time, sharing reviews and showcasing your portfolio on your website.

Related: Here Is How You Should Upgrade Your Professional Image

2. Do some homework on prospective clients.

When you are approached by a prospective client you should do a little digging. Search online for any red flags from your fellow freelancers about the client. You may be able to view consumer reviews on the Better Business Bureau from other consultants who have dealt with the client in the past and were left with a bad taste in their mouth. You should also review their website to make sure that everything appears to be on the up and up.

In short, if you know that the client could become a potential headache, then why would you want to take a chance with them?

3. Be flexible with your rates.

What happens when you’re approached by a client, but they can’t afford your rates? Do you decline their business? Or, are you willing to be flexible?

This isn’t saying you should always give clients a break. You deserve to get paid for what you’re worth. It just means if you want to attract clients you want to be flexible with your rates. This is especially true when you’re just starting out, since this will add to your experience and maybe earn you some referrals.

When deciding on rates you usually have three options…


Read more of this article by Peter Daisyme of Hostt at

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5 PR Approaches That Can Earn Editorial Links

Winning PR coverage and the editorial links they bring are an increasingly important part of SEO. But to get coverage, you have to understand the types of stories that journalists write about. There are patterns in these stories and in this article, we describe five taken from mainstream press over the last week – including the story of an SEO who gained major coverage and sold a new site he’d created for $85,000.


There are important PR challenges to overcome. Not least:

  • To get PR coverage, you need to come up with genuinely newsworthy stories and that takes creative time and effort
  • No matter how newsworthy your story may be, there is no guarantee of coverage
  • And if you do get coverage, there is no guarantee that you will get editorial links
  • You need to have a strong relationship with the client so that you can move quickly to create and exploit media opportunities

But the advantages are real:

  • Links that you do get will come from strong authority sites
  • Media coverage has a cascade effect – other journalists and bloggers are likely to pick up on a good story and link without being asked
  • Media coverage enhances the reputation of your client and leads to more brand searches and click-throughs

Pictures and Conversations

There’s a great quote in the first paragraph of the book Alice in Wonderlandby Lewis Carroll: “‘And what is the use of a book,’ thought Alice, ‘without pictures or conversations?’”

It sums up what’s needed in a news story – “pictures” – something visual that adds to the story and “conversations” – first-person quotes from the people in the story. Check that those two elements are in the news stories you create and you’ll increase your chances of getting coverage.

In this article, we’ll look at five news stories from the last week or so. Each example shows a different type of story and should act as a model for your own PR.

From Customer Service to News Coverage

The Top Rank Blog had a great story on how customer feedback could be turned into brand storytelling and attract media coverage as a result.


Read more of this article by Ken McGaffin at




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Want To Get Clients Now? Tips From A Rainmaking Law Partner

Today’s video is jam-packed with advice for those of you wanting to learn ways to get clients now for your law practice. Rainmaker Ben Reznik, a top land use attorney in the Los Angeles area, takes us behind-the-scenes on business development, networking and how to build a successful legal practice. He shares actionable tips on how to approach this important part of being a lawyer so you can start to get clients now.




Here’s a little taste of the transcript from Ben’s interview.


Luber: Hey everyone, today on JD Careers Out There, we’ve got an amazing class on business development, networking and how to build a successful legal practice. This is the kind of stuff that’ll increase your odds of finding success and even making partner. Our guest, who’s mentoring us today is Ben Reznik. Ben is one of the top, go-to land use partners in all of Los Angeles. He’s not talking about land use today – if you want to learn about that, you can find our interview with Ben about being a land use lawyer on another part of the site. Today is about business development and it applies to anyone, regardless of their practice area.

Ben’s a great person to teach us about this topic because he’s been in practice for over 35 years, overseen the careers of many attorneys and he’s always been a big rainmaker, starting in his first days out of law school when he launched his own solo practice. He handled a variety of matters until he connected with land use and then wound up building a powerhouse boutique firm with his wife, that focused on land use and environmental law. They grew it to 18 attorneys and in the late 90s, folded the firm into a much larger, full service firm in order to get to handle larger matters. Today Ben’s the Department Chair of the government / land use / environmental / energy team at Jeffer Mangels Butler and Mitchell in Los Angeles.

I sat down with Ben in his office, where he took the time to mentor all of us on this topic of business development. It’s amazing stuff. If this is your first time with us, our mission here is to help you have a happy and successful career. In law school, you learn how to think, read and write like a lawyer. We’re here to help you with the other pieces of the career puzzle.

Our guests are fellow JDs, coming on to share their stories and advice with you. And I’m your host, Marc Luber–I’m a JD who’s enjoyed careers using my law degree without practicing law – in the music industry and attorney recruiting. It’s really important to me – and to our guests – to help you find a career that fits you and to help you thrive. Today we’re focusing on thriving by learning how to get clients and develop business from someone who’s been kicking butt at it for years. This is a GREAT mentoring session so stick around and we’ll jump right into it!

[theme song]

Ben, what kind of advice would you give to people so that they can better ensure their odds of making partner one day?

Ben Reznik: Making partner and getting business I know do go hand in hand in most firms, probably all firms. It’s the basic economics of law and I think associates view it that way. There are firms who will make partners of associates who are valuable in other ways, particularly those who are very talented in doing the work, for example. So if the goal is to become a partner and an associate feels that he or she maybe is not capable or able to bring clients in, then you’ve got to focus on the strength that you have and, in that case, become really, really good at what you do because you will then be of value to other partners who want to keep you in the firm ultimately and make you a partner – what I guess sometimes in the industry is called a “service partner” as opposed to an “income partner”. So that would be certainly my advice. I do think that, though, associates all have the potential for ultimately bringing business in, but we can cover that when we get to that.

Luber: Yeah, let’s get to that because a lot of the people out there, they know they want to develop business but they don’t really know how to develop business. Law school doesn’t teach anybody how to develop business.

Ben Reznik: Correct.

Luber: So let’s dig into that and get people some actionable advice that they could run with. What do you think, what are some things that people can start doing today, some young associates, things they could start doing today to work their way towards bringing in business?

Continued in the full transcript… 


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How to Create a High-Converting Landing Page

What is the first thing visitors notice when they come to your website?

If you’re being deliberate about how you direct people to your site, it’s going to be a landing page. The first glimpse of your landing page decides whether the viewer will stay on your website or if they will bounce.

Every cent you spend on running ads, or every minute you commit to writing guest posts – all of it is a waste if you don’t convert visitors into leads or customers.

If you are not converting, the problem might be your landing page.

You might be offering superb content or products and your ads might even be generating a good click through rate. But if your conversions are stagnant or diminishing, it is your landing page that needs more work…


What is a landing page?

A landing page is any webpage on which the visitor arrives or stops at, while visiting a website.

It usually serves a purpose of enticing a website visitor to do something specific – sign up for your email list, buy a product or set up a meeting.

A great landing page is one that targets a particular audience. Drawing the attention of your audience is done when you provide them with the information they seek about a topic. If the first look at your landing page provides them with the information they are looking for, their search ends there and they are ready to take action. Here, the first impression plays the one and only part!

If you slip up on the first impression, potential  leads fall through the cracks.

Do you need a landing page?

If you are trying to build an audience or sell something online, then yes.

A landing page plays a very crucial role for your website – it helps you turn traffic into leads.

If you have multiple products or offerings, you don’t want to confuse the visitor with too much information. Create multiple landing pages and make sure every one has a unique purpose of its own.

The anatomy of a high-converting landing page.

Let’s take the example of Rankwatch to understand the key components of a high-converting landing page:



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