Law.com Subscribers SAVE 30%

Call 855-808-4530 or email [email protected] to receive your discount on a new subscription.

Research Notes

By ALM Staff | Law Journal Newsletters |
August 26, 2003

The BTI Consulting Group, Boston, MA just released the results of a new survey of law firm Chief Marketing Officers (CMOs). The results are based on telephone interviews conducted during the first quarter of 2003 with the CMOs of 62 AmLaw 200 firms. Among the findings:

  • The Pareto Principle is alive and well. A typical law firm derives 80% of its revenue from 25% of its clients.
  • There are 13 people on the marketing staff of a typical law firm. That translates to one person for every 41 attorneys.
  • The range in gross billings per marketing staffer runs from $8 million to $20 million.
  • One hundred percent of the CMOs surveyed have undertaken technology changes to improve marketing efforts and results. One in four CMOs have implemented or improved their CRM systems in the past year.
  • 42% of law firms have conducted formal client satisfaction surveys in the last two years. This is up 20% from 2001. While most use a mix of channels for conducting surveys, only 11% rely on Web-based or e-mail instruments.
  • Over the past twelve months, 62% of CMOs have implemented changes designed at improving client retention.

The full analysis of the survey is available in BTI's 'CMO Strategies for Success' at http://www.bticonsulting.com/

www.ftc.gov eMarketer.com www.metagroup.com www.forrester.com

Building a Customer Experience Metrics Portfolio.

How should firms measure customer experience? Customers naturally rate their interactions based on factors such as previous experience and current perception. If your firm wants to change customer perceptions, or influence future 'buying' behavior, you must build a metric portfolio that includes data on customers': past actions and experiences; demographics and psychographics; and direct observation of customer behavior. Short of becoming a crystal ball gazer, you can talk with firms such as ForeSee Results and Usability Sciences (for online behavior) and InContext Enterprises (for offline behavior) to evaluate future activity based on past behavior.

This premium content is locked for Entertainment Law & Finance subscribers only

  • Stay current on the latest information, rulings, regulations, and trends
  • Includes practical, must-have information on copyrights, royalties, AI, and more
  • Tap into expert guidance from top entertainment lawyers and experts

For enterprise-wide or corporate acess, please contact Customer Service at [email protected] or 877-256-2473

Read These Next
Law Firms are Reducing Redundant Real Estate by Bringing Support Services Back to the Office Image

A trend analysis of the benefits and challenges of bringing back administrative, word processing and billing services to law offices.

Bankruptcy Sales: Finding a Diamond In the Rough Image

There is no efficient market for the sale of bankruptcy assets. Inefficient markets yield a transactional drag, potentially dampening the ability of debtors and trustees to maximize value for creditors. This article identifies ways in which investors may more easily discover bankruptcy asset sales.

Bit Parts Image

Summary Judgment Denied Defendant in Declaratory Action by Producer of To Kill a Mockingbird Broadway Play Seeking Amateur Theatrical Rights

Risks of “Baseball Arbitration” in Resolving Real Estate Disputes Image

“Baseball arbitration” refers to the process used in Major League Baseball in which if an eligible player's representative and the club ownership cannot reach a compensation agreement through negotiation, each party enters a final submission and during a formal hearing each side — player and management — presents its case and then the designated panel of arbitrators chooses one of the salary bids with no other result being allowed. This method has become increasingly popular even beyond the sport of baseball.

Disconnect Between In-House and Outside Counsel Image

'Disconnect Between In-House and Outside Counsel is a continuation of the discussion of client expectations and the disconnect that often occurs. And although the outside attorneys should be pursuing how inside-counsel actually think, inside counsel should make an effort to impart this information without waiting to be asked.