The companion to the Case Value Diagnostic. What it is for, how it scores every injury case 1 to 5 and lets the attorney distribute their own mix, how it segments a firm into boutique, growing, established or regional, where each psychological trigger sits and why, how the symptoms of a brand and earned-content gap are argued, how the client journey and its friction points are mapped, how the SCALE engine is introduced, how the case-mix model and the score are computed, and what has to be wired before it goes live.
Every path through the journey ends in the same place: a booked case value strategy session, with a readout the attorney has already read attached to the lead, routed to the right person for the size of the firm. Everything before that exists to make the booking feel like the obvious next step rather than a sales ask. The journey is a business-to-business tool — Pidoxa talking to the attorney — but its subject is the injured person's and the family's journey, because that is the thing the attorney is losing.
Six-tile front door framed as the symptom ("which cases are you not getting?"), four segmentation questions, the scale defined and the mix distributed, seventeen diagnostics with two lessons inside them, a visible "building your readout" moment, and a full readout — score, SCALE pillar bars, findings in fix order, the live case-mix model, the lead-value table, the symptom table, the client journey map, journey vs funnel, the engine, program and planning ranges, ninety days, compliance, proof. No contact field appears until the readout has been read.
TCPA-compliant capture with the readout summary attached (including the mix and the model), an optional "also send to the partner who decides with me" field, then a booking step: an embedded calendar if CONFIG.bookingUrl is set, otherwise a day-and-window picker whose choice travels with the lead. The one-firm-per-metro conflict check is stated here.
Peak-end screen that names the reviewer, repeats the requested time, and sets three expectations: human review within one business day, the call runs on their intake log and numbers, and they leave with a written scope rather than a deck. Established and regional firms are routed by name to the CRO.
Hash-routed, one question per screen, every answer stored in A. The order is deliberate: identity questions first (they personalize everything after), the scale before any diagnostic (so every later question is asked in tier language), diagnostics in the order a strategist would ask them, the two lessons placed right after the question that exposes the gap each one addresses, and the two commitment questions last, when the attorney is most invested.
The scale is the spine of the whole package. Fiber Velocity's journey scores passings and penetration; the legal journey scores cases. Every intake, every finding, every media dollar and every line of the model is expressed in it. The planning fee per tier assumes a 33–40% contingency on published settlement benchmarks and is deliberately conservative inside each band; the attorney can move tiers 4 and 5 live in the readout, and a strategist should replace the defaults with the firm's own closed-case file in week one.
| Tier | Definition | Recovery range (benchmark) | Planning fee | Time to fee | What usually produces it |
|---|---|---|---|---|---|
| 1 | Property only — no injury or none claimed | $2K – $10K | $1,500 | 1–3 months | Search clicks, directory listings, walk-ins. Many firms decline; most lose money on the ones they take. |
| 2 | Soft tissue and minor — fender benders, whiplash, slip-and-fall with short treatment | $10K – $50K (car-accident average ~$37K across 4,500 cases) | $9,000 | 3–9 months | Paid search, LSAs, shared leads — the click funnel's natural output. |
| 3 | Injury, not life-threatening — fractures, surgery, moderate premises and motorcycle | $50K – $250K | $40,000 | 9–18 months | Search on higher-intent terms, referrals, reviews, the firm's own past clients. |
| 4 | Catastrophic to others — dismemberment, TBI, spinal, or a death in the other vehicle | $250K – $2M+ (amputation $750K–$5M+; commercial policies) | $250,000 | 18–36 months | Brand recall and referral. Decided by the family in the first 72 hours, almost never on a click. |
| 5 | Death and major tragedy — wrongful death, multiple victims, trucking, product and premises catastrophes | $500K – $10M+ (wrongful-death median ~$500K; verdicts $2M+) | $600,000 | 24–48 months | Brand recall, earned media, the attorney other attorneys refer to. |
Sources: CasePeer, Personal Injury Settlement Amount Examples (2025); Brown & Crouppen settlement data; Hall Dixon Law wrongful-death medians; Louis W. Grande amputation ranges; Scher, Bassett & Hames catastrophic ranges. Fee values are Pidoxa planning assumptions, not benchmarks.
Attorney headcount sets the provisional segment: 1–3 boutique, 4–10 growing, 11–30 established, 30+ or several offices regional. Spend over $250K a month moves a firm to established; $75K–$250K moves a boutique to growing; a multi-state footprint moves a boutique or growing firm to established, because multi-state media behaves like an established account whatever the headcount. The segment decides the program, the planning range, the default signed-case volume in the model, the ninety-day plan and the person the readout is routed to.
Footprint decides whether connected TV and programmatic are introduced as a flight or as the backbone, and how many national brands the firm is up against. Case types do two jobs: they personalize the readout's firm card, and the absence of any high-value line (trucking, wrongful death, med-mal, product) adds an Expand gap and a "no high-value line is on the books" finding — the firm is referring those cases out or never seeing them.
| Segment | Program | Planning range · program / mo | Media on top | Default cases / mo in model | Routed to |
|---|---|---|---|---|---|
| Boutique · 1–3 attorneys | Foundation | $6K – $12K | $5K – $20K | 6 | Growth Strategist |
| Growing · 4–10 | Full-Journey Growth | $12K – $30K | $20K – $75K | 15 | Senior Strategist |
| Established · 11–30 | Market Leadership | $30K – $70K | $75K – $250K | 40 | Joe Oltmann, CRO |
| Regional · 30+ / multi-office | Partnership | $70K – $150K | Seven figures a year | 120 | Joe Oltmann, CRO |
Planning ranges are placeholders in the spirit of the Pidoxa Marketing ranges, scaled for a high-spend vertical. Confirm against the current rate card before the first firm sees them.
Two audiences, two sets of triggers. The first set works on the attorney moving through the diagnostic. The second set is the one the program is built to exploit on the attorney's behalf — the way an injured family actually chooses a firm. The deck describes both; the journey uses the first and teaches the second.
| Trigger | Where | How it is used |
|---|---|---|
| Reciprocity | Whole structure | The full readout — score, model, findings, plan — is given before any contact field appears. The ask arrives as "tell us where it goes," not "fill this in to see your results." |
| Self-selection and autonomy | Front door | The attorney names the symptom in their own words. Every later recommendation inherits that framing, so it feels like their diagnosis, not ours. |
| Personalization | Header tag, firm card, calc screen | "Growing firm" appears in the header from the second answer; the calc screen names the footprint and the mix shares; the readout opens with their firm described back to them. |
| Endowment | The scale sliders, the model controls | They distribute their own 100 cases and move their own volume and fee assumptions. The model's output is built on numbers they supplied, which is why the partners will not argue with it. |
| Loss aversion | "The one you lost," Lesson 2, findings, symptom table | The journey keeps the 4s and 5s the firm did not get in view. "Referral fees paid out" is loss made visible on the firm's own books. |
| Availability heuristic, made explicit | "Who did?" | Asking who got the last big case forces the attorney to notice that the family called the name they remembered — the whole brand argument in one question. |
| Contrast | Lesson 1, the method section | Click funnel beside client journey, with "you, today" on their side. The funnel is not disparaged; it is placed where it belongs — the 2s. |
| Authority | Notes under questions, fact strips, badges | Published benchmarks (First Page Sage, LexGro, Scorpion, Hennessey, X Ante) appear next to the question they are relevant to, with the source in a tooltip; Trade Desk reach and QuiqList recapture appear as facts, not a logo wall. |
| Social proof and similarity | Proof ranked by segment and answers; testimonial | The modeled PI illustration ranks first when the symptom is mix or brand; the ~1%-of-clicks study when the symptom is cost or media was paused; the "beat 94% of the market against national brands" story when the TV firm got the last 5. |
| Insight ("cheapest fix on the list") | Intake notes, findings | Intake is positioned as the thing that pays this month with no media spend. It lowers the perceived cost of saying yes and sequences the plan. |
| Labor illusion | Calc screen | Seven visible steps over ~3.5 seconds. The readout is perceived as built for them, not pulled from a template. |
| Anchoring | Fee values, planning ranges, "what one tier-4 case covers" | The fee per tier anchors the value of a case before the program's price appears; the range card then does the partners' arithmetic for them: one tier-4 fee covers about a year of the program. |
| Commitment and consistency | Order of questions; summary on capture | Nineteen honest answers precede the commitment questions; the capture screen plays their answers back as "attached to your readout." |
| Consensus | Deciders → share-with | The readout can go to the partner or the administrator at the same time, "no sales call attached," so the second decision-maker is reached without the attorney having to sell internally. |
| Scarcity and urgency, kept honest | Timeline note, capture disclaimer | One injury firm per metro is a real conflict policy and a real scarcity; the Q1-2027 timing is true. Nothing is invented to create pressure. |
| Peak-end | Done screen | Named reviewer, repeated time, three concrete expectations, and the work to look at while they wait. |
| Trigger | Where in the family's journey | What Pidoxa builds for it |
|---|---|---|
| Availability and recognition | Before the crash; search and ask | Connected TV and streaming in the metro, the attorney on video, community presence — so the name is already in memory when it is needed. Signal and Create. |
| Social proof | Search and ask | Review count and rating (53% exclude under four stars), case stories, named results with disclaimers. Create. |
| Authority and competence signals | Search; first contact | Results pages, press, the attorney explaining what happens next in plain language; intake that sounds like it has heard a tier 5 before. Create and Acquire. |
| Ambiguity aversion and cognitive load | The first 72 hours | A "what to do now" path for the family member, no jargon, one clear next step, click-to-call and chat. Acquire. |
| Responsiveness as a proxy for care | First contact | Five-minute live response 24/7 — 79% hire the most responsive firm, and 72% abandon after 24 hours. Acquire. |
| Reciprocity and commitment | Decide and sign | Help given before the retainer (guides, the plain-language fee explanation), e-sign from the bedside, a named attorney and case manager in the first message. Acquire. |
| Consistency and closure | Treatment; resolution | A communication cadence, the review asked at close, the story told with consent — the result earns the next case. Lift and Create. |
The journey's central argument is that most of what injury firms treat as media problems are brand problems. Lesson 2 lists the symptoms; the readout's symptom table maps each to a root cause and a SCALE letter, and marks the rows the attorney's own answers point at.
| Symptom (as the attorney experiences it) | Root cause (as the journey argues it) | Closed by |
|---|---|---|
| Cost per click and per signed case rising every quarter | Competing for the same category clicks as every firm in the metro; no memory built, so nothing lowers the price of attention | S Signal — memory media above the search harvest |
| The mix skews to tiers 1 and 2 | Click funnels find people who fill out forms; 4s and 5s are decided by recall, not by search | C Create — earned content that makes the family say the name |
| National firms bidding on the firm's name | Nobody searches the name often enough to make that expensive for them; branded search is the output of earned content | C Create + S Signal — content earns the search, search defends the name |
| The big case shows up as a referral fee paid out | The family called the name they knew; the firm co-counsels in at a third and loses the result, the review and the story | E Expand — build the line, staff the bench, become the referred-to firm |
| Review count flat; no attorney video anywhere | Earned content is not produced on purpose; case close does not trigger a review; the attorney is a headshot | C Create — reviews program, video cadence |
| A billboard or TV spot nobody can connect to a call | No brand-lift measurement; branded search, direct traffic and review velocity are the scoreboard for memory media and nobody reads it | L Lift — measurement and tier attribution |
| Intake treats every call the same | Nobody told intake what a 5 sounds like, because the firm never wrote down who its best clients are | A Acquire — tier triage and routing |
| After-hours calls go to voicemail or a message service | The journey was designed around office hours; the family's journey was not | A Acquire — five-minute response 24/7 |
| Dependence on shared-lead vendors | Renting demand because the brand does not generate its own; the vendor's economics reward 2s | S Signal — owned search, CTV, visitor recapture |
This is the journey the program is designed to. It is written for the injured person and the family together, because in the cases that matter the injured person is not the one with the phone. Each stage has a friction point where the 5 is lost and a SCALE capability that removes it; the readout marks the stages where the attorney's answers say the friction is today.
| Stage | When | Friction (where the 5 is lost) | What Pidoxa removes |
|---|---|---|---|
| Before the crash | Months | Nobody in the household can name an injury firm, or they can name the one on TV. Yours is not in the memory. | Signal + Create: CTV and streaming in the metro, attorney video and community content — the memory exists before it is needed. |
| The first 72 hours | Hours | Shock, the ER, the insurer calling first. The injured person cannot research; the spouse or parent is searching on a phone in a waiting room. | Acquire: the parallel buy flow — a "what to do now" path for the family member, click-to-call, chat, plain language, no "Were you injured?" form. |
| Search and ask | Day 1–3 | They search a name if they know one, a category if they do not. They ask the nurse, a friend, Google. They read reviews on up to five sites. Under four stars, you are out. | Create: reviews program, case stories with disclaimers, the attorney on video. Signal: branded search defended, LSA and search on tier-3-and-up intent. |
| First contact | Minutes | They call three firms. The first human who sounds like they know what a tier 5 is signs the case. Voicemail or "someone will call you Monday" loses it. | Acquire: five-minute live response 24/7, tier triage in ninety seconds, a senior attorney on the line for 4s and 5s. |
| Decide and sign | Day 1–4 | 42% decide inside four days. Paper retainers, "come to the office" and a confusing fee explanation lose the family still at the hospital. | Acquire: e-sign from the bedside, plain-language fee explanation, a named attorney and case manager in the first message. |
| Treatment and the case | Months | Silence. The family does not hear from the firm for weeks; the referring doctor never hears back; nobody knows what tier the case is. | Lift: a communication cadence, referral partners closed-loop, tier and source on the file so attribution can see what built it. |
| Resolution | Months to years | The case resolves, the check clears, nothing is asked of the client. The result goes in a drawer. | Create + Lift: the review asked at close, the story told with consent and disclaimers, NPS measured, the referral asked for. |
| Referral and return | Years | Past clients forget the firm; doctors and body shops refer by habit to whoever visited last. | Expand: referral partners and past clients as a channel with its own paths and tracking; co-counsel network as revenue, not fees paid out. |
The brief asked the journey to explain what Pidoxa does using the same SCALE acronym as the Fiber Velocity engine. It does so in four layers, never as a vendor list:
| Letter | Fiber Velocity definition | Legal definition (this journey) | Services in the catalog |
|---|---|---|---|
| S · Signal | Digital and media marketing | CTV, streaming audio, programmatic and OOH build the memory in the metro; search and LSAs harvest the moment; retargeting and QuiqList catch what leaks; every channel reports into one cost per signed case, by tier | Search and LSAs rebuilt for tiers · CTV, audio and programmatic · QuiqList visitor recapture · Audience and persona data |
| C · Create | Content for earned media and brand | Case results as stories (with required disclaimers), attorney video, community and press, a reviews program — the content that makes the family say the name first | Reviews and case-results program · Attorney video (starter cadence) · Video and content production · Pidoxa Studios · Earned content system |
| A · Acquire | Lead gen, nurture and the parallel buy flow | Five-minute response 24/7, tier triage, e-sign from the bedside, nurture for the not-yet-ready, the parallel flow for the family member, the referral partner flow | Intake journey and tier triage · Client journey design · Referral and partner flow |
| L · Lift | Brand equity strategy, events, earned media, NPS playbook — the strategic plan | Brand lift measured weekly (branded search, direct, review velocity), tier attribution, the NPS and referral playbook, events and earned media, one scoreboard the partners read the same way | Measurement and tier attribution · Brand equity plan and NPS playbook |
| E · Expand | "Wreck-it Ralph": new areas, new sales channels, new legs of revenue | Trucking, premises, product and med-mal lines; the next metro; a co-counsel network that pays the firm; the Spanish-language market; mass-tort participation when it fits | New practice lines · New markets and channels |
The model is the "scaled model out the other end." It holds signed volume constant and moves the mix, because that is what the program does: it does not promise more cases, it promises different ones. Everything in it is visible and movable, and every default is a planning assumption the strategist replaces in week one.
targetShift = [-10, -12, +8, +10, +4] points over 12–24 months, applied 0–150%, clamped at zero and renormalized to 100.Worked default (growing firm, 15 cases a month, default mix and fees): expected fee $46,350 today and $97,320 shifted; $8.3M modeled fees a year today, $17.5M shifted; tiers 4–5 move from 10% to 24% of signed cases. The readout labels it "a planning illustration on your numbers, not a projection," and notes that tier-4 and tier-5 fees realize in 18–48 months — which is why the plan is sequenced intake first, so that the 3s already being paid for stop leaking in month one while the brand work compounds.
Every answer option carries a gap score p from 0 (healthy) to 3 (critical) toward one SCALE pillar. Pillar percentage = 100 × (1 − gap ÷ max gap). Three computed gaps are added: Signal gets a channel-mix gap (breadth, plus one point if no memory channel is running, plus one if a shared-lead vendor is); Expand gets two points if no high-value line is signed; Create gets 0–3 points from the mix itself (tiers 1–2 at 40 / 55 / 70%+). The readiness score is the weighted sum: S .20, C .22, A .24, L .20, E .14, clamped 8–98.
| Band | Score | Word | Headline |
|---|---|---|---|
| High | 70+ | BUILT TO SCALE | Your firm is earning the cases it signs. The question is how many more 4s and 5s the metro has for you. |
| Mid | 42–69 | MIX STUCK IN THE 2s | Your firm is buying the small cases and losing the big ones to a name the family already knew. |
| Low | <42 | LEAKING THE 5s | Your firm is spending without a scoreboard, and the cases that define a firm are going elsewhere. |
Findings are rules over the answers (see buildFindings()): up to seven, sorted by severity, each with a title in the attorney's situation, a body that explains the mechanism, and a fix that names the SCALE letter and capability. Intake findings sort first at equal severity because intake pays first. Proof is ranked by segment fit and by the answers that make each story relevant.
Submission posts to the Pidoxa HubSpot portal (246470475) through the "Pidoxa Contact Us" form, the same form the CMS pages and the Marketing Growth Plan use, with business_unit = marketing, funnel_key = pidoxa-legal-pi-case-value, funnel_score and funnel_level, and the entire readout — mix, model inputs and outputs, every answer, requested time, share-with and notes — written into message so sales reads it on the contact record. Set CONFIG.leadEndpoint to route to a server proxy or the CMS leads API instead; buildPayload() documents the JSON shape. GTM container GTM-5WSBGCSC receives pdxl_* events: journey_start, step_complete (step, key, value), learn_complete, readout_building, readout_generated (score, band, program, low share), cta_click, readout_print, lead_captured, lead_submit, lead_success, lead_error.
{
source: "pidoxa-legal-case-value-diagnostic", sessionId, submittedAt, pageUrl,
contact: { firstName, lastName, email, phone, company, title, website, contactPref, shareWith, notes },
booking: { day, dayLabel, window, windowLabel, viaEmbed },
segment: { size, label, attorneys, budget, footprint, footprintLabel, casetypes[] },
answers: { goal, mix[5], biggest, source, attribution, funnelFamiliarity, earned, speed, triage,
parallel, referral, channels[], paid, brand, content, website, deciders, timeline },
readout: { score, band, pillars[{k,pct,level}], findings[], program, rangeLow, rangeHigh, routeTo,
model: { casesPerMonth, shiftPct, fee4, fee5, curFeePerCase, tgtFeePerCase,
annualCur, annualTgt, lowShare, highShare, tgtHighShare } },
consent: { tcpa: true, at, text }
}
Mounted on HMS under the Joe Oltmann client, dev agent, plain image, at pidoxa-legal.hosting.pinbn.net, as a single self-contained index.html with this rationale page beside it and the deck and papers under /docs/. Hash routing means no server configuration; the page is noindex until the practice group decides otherwise. Typekit (TT Travels Next, Futura PT) and Google Fonts (Space Mono) load from the same kit the Pidoxa CMS marketing module uses, so the brand renders exactly as pidoxa.com/marketing does.
bookingUrl should carry a HubSpot Meetings link for the strategists and for Joe; otherwise the day/window picker stands.pidoxa.com/marketing (done) and add a legal practice-group page there when it exists.