Most injury firms buy channels. Very few have a strategy.

Four decisions and a plan. Case-type and market priority, meaning which cases the firm wants and can handle profitably; positioning and messaging, meaning why an injured person should call you rather than the billboard; channel roles, meaning what search engine optimization, Google Ads, Local Services Ads, the Google Business Profile, broadcast, social media and referral relationships are each accountable for; and intake and measurement, meaning answer standards, cost per signed case and the reporting behind both.

Not inside this engagement, and that is deliberate. Because no execution revenue depends on the recommendation, the plan is free to say that a channel should be cut, that a vendor is duplicating another, or that the next dollar belongs in intake staffing rather than in the auction. The deliverable includes a one-page brief written so any agency, including your current one, can execute against it. Execution afterwards is scoped separately if you want it.

No. We are marketing consultants, not lawyers, and nothing in the engagement is legal, ethics or bar-compliance advice. Your own counsel or ethics committee reviews anything client-facing before it runs, and we build that review into the plan as a step rather than treating it as an obstacle. Where a state's rules constrain a tactic, we note the constraint and plan around it rather than interpreting the rule for you.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of case types, markets and vendors in scope and the state of your case management data, so publishing a rate would mislead most readers. For context on the category, legal services advertising in the United States was estimated above $2.5 billion in 2024. Book a meeting for a scope and a number.

Because intake is where marketing money is destroyed, and a plan that ignores it is dishonest. A February 2026 study that placed 1,000 after-hours calls to personal injury firms found 40.9% gave no live answer, and 29.2% of the firms advertising 24-hour availability did not answer. We measure your answer rate, speed to contact and sign rate by source, then set the standard and the reporting. Your team or your answering service runs it.

That is one of the main outputs, and it is usually the first number that changes a decision. We reconcile signed cases and fee revenue in the case management system against every line of marketing spend, by channel and by case type, rather than accepting vendor lead counts. Where source attribution is genuinely missing, we say so, use ranges labelled as ranges, and specify the minimum tracking change that makes next quarter measurable.

Only if the numbers say so, and the answer is often more nuanced than on or off. Broadcast and streaming can be the cheapest brand memory in a market or a vanity line item, depending on rate, weight and how the calls are handled when they arrive. Legal services television advertising peaked in quantity in 2023 at more than 16.4 million ads, so the auction is crowded. We model it against search and intake capacity and your leadership decides.

Different question. Personal injury growth consulting looks for the commercial constraint on the firm wherever it sits, including case mix, capacity and referral economics. Marketing strategy consulting takes the commercial model as given and answers what marketing should do about it: case types, positioning, channels, budget and measurement. Firms that already know their constraint usually want this one.

It is the only thing that does. One firm alone accounted for an estimated $218 million of legal services advertising and 8% of all such ads in 2024, so matching volume is not available to most practices. What is available is a narrower case-type focus, a defensible local position, faster intake than the market average and referral relationships the national advertisers cannot buy. The plan concentrates spend where the firm can actually be first choice.

The managing partner or a partner with budget authority, the attorneys who handle each significant case type, whoever runs intake, and your marketing lead or coordinator if you have one. Expect one to two hours of interviews each in week one and a half-day decision session in week three. If the decision-maker cannot attend that session, we move it rather than run it without them.

Yes, and we interview them. Vendors hold data and context worth having, and the plan works better when they help shape the targets they will be held to. We document what each one is contracted to do, what it costs, what it demonstrably produces in signed cases and where two vendors overlap. We take no vendor commissions or referral fees of any kind, which is what makes the recommendation worth reading.

As a channel with economics, because for many firms it is the best one. We measure case volume, fee share and cycle time from referral sources, compare the net economics against paid acquisition for the same case types, and the plan specifies which relationships to invest in, what the firm gives back and who owns each one. That is a marketing decision with a budget, not a golf calendar.

Yes, and it is one of the reasons to run the project. We work from financial and case records first, reconcile intake and vendor reporting against them, and label which findings are solid and which are directional. Where tracking is genuinely absent, part of the plan is the minimum change that makes next quarter reportable, and marketing operations consulting is the engagement that implements it.

Yes. The parent engagement is marketing strategy consulting, and the same method runs in other verticals with the buying mechanics changed, for example industrial marketing strategy consulting and dental group growth consulting.

Your firm runs it, and every workstream has a named owner on your side. Many firms book a review at ninety days to re-measure cost per signed case and intake answer rate, which takes half a day and is optional. Where you want ongoing marketing leadership rather than a project, a fractional CMO or scorecard advisory is the next engagement, quoted separately.

Because it is built on your signed cases, your intake recordings, your market and your vendors, and it names them. A template cannot say which two case types should carry next year's budget in your county, or that your Tuesday evening answer rate is the cheapest growth available to you. Every recommendation carries the evidence it came from, so your partners can argue with the reasoning rather than with the conclusion. For a wider look at what is already running, a marketing audit is the narrower engagement.