Lance Hartman is the director of marketing and business development at Miller, Johnson, Snell & Cummiskey, P.L.C., which is headquartered in Grand Rapids, Michigan and has an office in Kalamazoo, Michigan. He worked in the world of sports marketing, business development and sales for approximately 13 years before coming to Miller Johnson in 2008. His previous roles include vice president, corporate sales and marketing, Grand Rapids Griffins for DP Fox Ventures, and executive director, World Golf Championships for the PGA Tour. Lance holds a B.S. in journalism from Ohio University.
Out of college, you started working in an industry that a lot of people try to break into. What was your “secret”?
I was fortunate to have attended a school with acclaimed journalism, communications and sports marketing programs. I combined that learning base with a well-networked alumni association and had doors opened for me by friends and family already in the professional sports business. The “secret,” if any, was having good relationships with great friends.
What were some of the most fun and/or interesting marketing or business development projects you had the opportunity to work on in your sports marketing positions?
The Presidents Cup 2000 golf event brought together an unbelievable group of individuals from sports, politics and entertainment. We worked with the White House staff on player activities, and with more than 50 major corporations and NBC and Turner broadcast networks on hospitality. I was also introduced to the legal industry inside the Capital Beltway. The U.S. Women’s Soccer Team had just won the gold medal in the 2000 Olympic Games and it was a memorable presidential election year between Bush and Gore. There was so much going on in Washington, D.C. at the time that it felt like every major news item was happening right down the street. I learned many “life lessons” from friends and colleagues during that event, including how to work with CEOs and management committees to exceed high expectations.
Marketing and business development in the legal industry and in some sports industries, such as golf, involve working with and developing individuals as well as a team to sell the product. Can you describe some of the other major similarities?
There are core characteristics that I have based most of my decisions on when it comes to the workplace: discipline, talent, toughness, togetherness, integrity and honesty. I think the same can be said for athletes, attorneys and achievers at any high level. By seeking and instilling these characteristics, you are setting yourself, and your firm, up for success. The other characteristic is trust. When it comes to working together, trust is invaluable for confidence.
What are some of the differences between marketing and business development in those industries that surprised you most?
One difference is publicity. In many instances, attorneys are reluctant to publicize honors and awards they’ve received through peer and market recognition. The legal industry respects reputation and relationship marketing as a growing necessity, but not at the expense of responsibility to the client first. With sports and some consumer-based marketing, the exact opposite is often the case. The celebrity “Q” factor can be what drives sales.
Another nuance, but maybe not a wholesale difference, is the approach to marketing. At Miller Johnson we always put a client-perspective lens on our activities. In other words, how will this reflect our clients’ interest? We market “efficiency” for our clients’ benefit. I’d say that’s not always at the top of the list in other industries, even when a sale or special is being offered.
What tactics that you used in marketing and business development efforts in the sports area — which might be nontraditional in the legal field — have you brought to your current role and found to be successful?
I was often part of organizations that relied on cross-selling clients. While the client was headquartered in one geographic area, we would present opportunities that could be beneficial in multiple markets. The same premise is used in cross-servicing firm clients. By making clients aware of all that the firm can do for their benefit, the client’s interest is best served.
Your firm has almost 100 attorneys and offers as wide a range of legal services as many large firms with offices in large markets. When targeting clients in large markets and in other states, what have you found best works in selling Miller Johnson against those large-market-centered firms?
Value. Miller Johnson attorneys provide legal counsel often at a significant value to the client in comparison to many firms in large metropolitan areas. While the quality of service is of the same sophistication no matter the market, other economic drivers such as fixed costs are in line with our cost of living, not necessarily the client’s. We start with value and the client takes it from there.
You’re the director of marketing and business development, so you wear a lot of hats. What sort of things do you find yourself working on most frequently?
Client-facing activities are what I work on most often. Workshops, seminars, client alerts, articles and presentation materials are the projects that I have on the calendar regularly.
What’s your favorite part of your job?
Knowing that each day is going to offer a new experience.
What do you do for fun?
Laugh with my family. We are very active, so not a day goes by without an opportunity to laugh.