Announcing the Fifth Annual MLF 50

What a year it has been and now once again, it is time for law firm marketing and communications departments to start thinking about their submissions for consideration to earn a spot on the coveted MLF 50 ' The Top 50 Law Firms in Marketing and Communications. Last year, the MLF 50 consisted of submissions and research into most of the AmLaw 100, Second Hundred firms and several firms that did not appear on either of those rankings. In keeping with past practice, firms of 100 attorneys or more are eligible.

Announcement in November!

The MLF 50 will be announced in the November issue. In the unusual environment this year, emphasis will be placed on firms that have created unique business development opportunities which have led to new clients or the expansion of existing client work. This year we will also be looking at marketing from the perspective of how internal communications can help foster an environment that nutures a business development culture.

Please note: The criteria for selection remain the same as last year with the exception of the technology criterion, which takes into account social networking as a source of developing new business.

Criteria for Selection

Law firms of 100 attorneys or more are eligible to enter. Each firm will be required to submit an essay of 1,500 words (segmented by topic, e.g., if you are describing “Marketing Strategy,” please begin your description with the category subheading) describing the marketing and communications program. If you are submitting an essay based on only one of the categories, be sure to indicate that at the beginning of your essay. Firms are encouraged to cover as many of the categories as possible, but if a firm has achieved remarkable success in some particular area, that firm will be given the same consideration as those firms that cover all of the categories. Each firm should indicate on its submission the names of the persons submitting the entry, their titles, and contact information. The following categories will be used to evaluate each firm:

Marketing Strategy

Formal plan (i.e., needs assessment, overall firm plan, target industries, practice area plans, proposal strategy for major engagements and new-business pipeline reports, cross marketing, individual marketing plans); an example of a success including implementation and cost; whether or not a yearly budget is created and the criteria used in creating the plan with line-item examples; and examples of major new initiatives.

Results

Measurable return-on-investment in specific efforts, how expenditures on specific strategies and tactics resulted in new clients, matters and/or additional profits.

Marketing Department ' Staffing

Includes “who does what” and why; size and deployment of staff; CMO/Director reporting requirements; committee (if applicable); process for integrating new professionals into the team; retention efforts; professional development opportunities for the marketing staff; ratio of professionals to lawyers; and cutting-edge positions

Communications/Public Relations/Media Relations

State objectives, strategies, planning and implementation. Where possible, demonstrate integration with marketing programs. Tie results achieved to planned objectives. Estimate budget and whether internal or public relations agency resources spearheaded the efforts. Emphasize sustained efforts and proactive approaches to communicating with target audiences using internal and external communications to influence the visibility, image and reputation of the practice or firm. Describe specific ways external and internal communications strategies were used to demonstrate the knowledge of individual practitioners and/or firm. Explain ways your firm develops ongoing relationships with the news media to stimulate media inquiries, interviews, bylined articles, case histories, speaker platforms, seminars, trade shows and community involvement. Quantify/measure results achieved contrasting pre- and post- program conditions

Commitment

Marketing requirements for partners and associates, training programs, percentage of gross revenue as applied to marketing; participation of marketing partner on governing body of firm.

Advertising and Visual Communications

Approach, implementation and one example of a return on investment.

Technology

How technology intersects with marketing, communications and business development, including partnering with clients and prospective clients, e.g., audio/video podcasts, blogs and social networking. This section also includes the revamping of Web sites to increase traffic to site.

Client Service Programs

Goal setting, client service teams, client surveys, co-branding with clients, co-producing events, etc. Metrics and ROI will also be taken into consideration.

Outreach

Community activities, pro bono and diversity programs that utilize marketing strategy and communications.

Deadline

Deadline for Submissions Is Friday, Sept. 25, 2009. All submissions should be sent via e-mail only to Elizabeth Anne “Betiayn” Tursi, Editor-in-Chief, Marketing The Law Firm, at [email protected]. Any collateral materials accompanying the essay must also be in a format that can be transmitted via e-mail. No entries will be accepted that are sent via mail or fax to Law Journal Newsletters.

If you have any questions, please send them to me via e-mail.

Elizabeth Anne 'Betiayn' Tursi is the Editor-in-Chief of this publication and the Principal of Tursi Law Marketing Management. She is an adviser to law firms and public companies in the area of business development. Ms. Tursi is a recognized expert on developing women in law programs and counsels women on attaining their career goals. She is the co-Chair of the New York-based Women in Law Empowerment Forum (WILEF).

What a year it has been and now once again, it is time for law firm marketing and communications departments to start thinking about their submissions for consideration to earn a spot on the coveted MLF 50 ' The Top 50 Law Firms in Marketing and Communications. Last year, the MLF 50 consisted of submissions and research into most of the AmLaw 100, Second Hundred firms and several firms that did not appear on either of those rankings. In keeping with past practice, firms of 100 attorneys or more are eligible.

Announcement in November!

The MLF 50 will be announced in the November issue. In the unusual environment this year, emphasis will be placed on firms that have created unique business development opportunities which have led to new clients or the expansion of existing client work. This year we will also be looking at marketing from the perspective of how internal communications can help foster an environment that nutures a business development culture.

Please note: The criteria for selection remain the same as last year with the exception of the technology criterion, which takes into account social networking as a source of developing new business.

Criteria for Selection

Law firms of 100 attorneys or more are eligible to enter. Each firm will be required to submit an essay of 1,500 words (segmented by topic, e.g., if you are describing “Marketing Strategy,” please begin your description with the category subheading) describing the marketing and communications program. If you are submitting an essay based on only one of the categories, be sure to indicate that at the beginning of your essay. Firms are encouraged to cover as many of the categories as possible, but if a firm has achieved remarkable success in some particular area, that firm will be given the same consideration as those firms that cover all of the categories. Each firm should indicate on its submission the names of the persons submitting the entry, their titles, and contact information. The following categories will be used to evaluate each firm:

Marketing Strategy

Formal plan (i.e., needs assessment, overall firm plan, target industries, practice area plans, proposal strategy for major engagements and new-business pipeline reports, cross marketing, individual marketing plans); an example of a success including implementation and cost; whether or not a yearly budget is created and the criteria used in creating the plan with line-item examples; and examples of major new initiatives.

Results

Measurable return-on-investment in specific efforts, how expenditures on specific strategies and tactics resulted in new clients, matters and/or additional profits.

Marketing Department ' Staffing

Includes “who does what” and why; size and deployment of staff; CMO/Director reporting requirements; committee (if applicable); process for integrating new professionals into the team; retention efforts; professional development opportunities for the marketing staff; ratio of professionals to lawyers; and cutting-edge positions

Communications/Public Relations/Media Relations

State objectives, strategies, planning and implementation. Where possible, demonstrate integration with marketing programs. Tie results achieved to planned objectives. Estimate budget and whether internal or public relations agency resources spearheaded the efforts. Emphasize sustained efforts and proactive approaches to communicating with target audiences using internal and external communications to influence the visibility, image and reputation of the practice or firm. Describe specific ways external and internal communications strategies were used to demonstrate the knowledge of individual practitioners and/or firm. Explain ways your firm develops ongoing relationships with the news media to stimulate media inquiries, interviews, bylined articles, case histories, speaker platforms, seminars, trade shows and community involvement. Quantify/measure results achieved contrasting pre- and post- program conditions

Commitment

Marketing requirements for partners and associates, training programs, percentage of gross revenue as applied to marketing; participation of marketing partner on governing body of firm.

Advertising and Visual Communications

Approach, implementation and one example of a return on investment.

Technology

How technology intersects with marketing, communications and business development, including partnering with clients and prospective clients, e.g., audio/video podcasts, blogs and social networking. This section also includes the revamping of Web sites to increase traffic to site.

Client Service Programs

Goal setting, client service teams, client surveys, co-branding with clients, co-producing events, etc. Metrics and ROI will also be taken into consideration.

Outreach

Community activities, pro bono and diversity programs that utilize marketing strategy and communications.

Deadline

Deadline for Submissions Is Friday, Sept. 25, 2009. All submissions should be sent via e-mail only to Elizabeth Anne “Betiayn” Tursi, Editor-in-Chief, Marketing The Law Firm, at [email protected]. Any collateral materials accompanying the essay must also be in a format that can be transmitted via e-mail. No entries will be accepted that are sent via mail or fax to Law Journal Newsletters.

If you have any questions, please send them to me via e-mail.

Elizabeth Anne 'Betiayn' Tursi is the Editor-in-Chief of this publication and the Principal of Tursi Law Marketing Management. She is an adviser to law firms and public companies in the area of business development. Ms. Tursi is a recognized expert on developing women in law programs and counsels women on attaining their career goals. She is the co-Chair of the New York-based Women in Law Empowerment Forum (WILEF).