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Announcing the Eighth Annual MLF 50
While legal staffing is still down in 2012, we are seeing the light at the end of the tunnel. The ice seems to be thawed a bit and law firms are beginning to grow again.
Many AmLaw 100/200 firms are relying more upon their business development/marketing departments for guidance to develop and execute sound marketing strategies that result in stronger client relationships and growing billings. Again, the focus is very bottom-line generation. As never before, the client rules the day. From approving which attorneys will work on their matters to what rates they will agree to be billed, clients have sent strong messages of how they want to be treated. Savvy law firms are finally recognizing that but for the client, there would be no firm. In light of all these developments, the 2012 MLF 50 is focusing on the interplay of marketing/business development and technology, with most of the emphasis placed on the strategies firms are employing to retain client relationships and expand their businesses.
Back for a Second Year
Given its enthusiastic reception, we will again accept submissions for the MLF Magnificent 25, a new category added in 2011. Since many of the nation's smaller to mid-sized firms fared well during the 2007-2010 recession, Marketing the Law Firm is pleased to accept submission from law firms of 100 attorneys and fewer.
If you are entering either category, be sure to review the submission instructions that appear at the end of the criteria (below).
Criteria for Selection
- Law firms of 100 attorneys or more are eligible to submit entries.
- Each firm will be required to submit a 1,500-word essay (segmented by topic, e.g., if you are describing “Marketing/Business Development
Strategy,” begin your description with the category subheading). 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 that cover all of the categories. - Make sure the name of the person submitting the entry, his/her job title, and contact information is included on all entries.
The following categories will be used to evaluate each firm:
Marketing/Business Development Strategy
The firm's formal plan methodology (i.e., needs assessment, situational analysis, target industries, practice area plans, new business pipeline reports, cross-selling, and individual marketing plans); three examples of its success, including implementation and cost; whether or not an annual budget is created to support these efforts; and the criteria used in creating the plan with line item examples; and examples of major new initiatives.
Communications Program
Never has it been more important to get and stay in touch with clients to grow relationships. This section will evaluate how firms develop/implement strategic communications programs in a creative way to yield high ROI for the firm.
Commitment
Marketing requirements for partners and associates, training programs, percentage of gross revenue as applied to marketing; participation of marketing partner and CMO on firm management committee.
Advertising and Visual Communications
Approach, implementation and one example of a return on investment.
Online Marketing Initiatives
How technology intersects with marketing and business development is changing every day. This section will evaluate how firms develop strategic online marketing plans to leverage top level technology, e.g., webinars/webcasts, videos, audio/video podcasts, blogs and social networking. This section also includes revamping and leveraging Web sites to increase site traffic and conversions.
Client Service Programs
This section will evaluate the creativity with which firms develop and execute on service programs which address some of today's challenges of effectively partnering with firms to help them achieve their goals. Goal setting, client service teams, client interviews/surveys, and the like will be measured. Metrics and ROI will also be reviewed.
Outreach
Community activities, pro bono and diversity programs that intertwine with client relations programs.
Submission Instructions
Essays must be sent as a Word document via e-mail to Kimberly Alford Rice, Editor-in-Chief, at [email protected]. Firms are encouraged to send accompanying collateral materials along with their entries. No entries will be accepted sent via mail or fax to Law Journal Newsletters. If you have questions, please send an e-mail to me directly.
DEADLINE FOR SUBMISSIONS IS FRIDAY, SEPT. 21, 2012. ABSOLUTELY NO ENTRIES WILL BE ACCEPTED AFTER THIS DATE.
The MLF Top 50 Law Firms and the Magnificent 25 will be announced in our November issue.
Kimberly Alford Rice, Editor-in-Chief of this newsletter, is the principal of KLA Marketing Associates, Cherry Hill, NJ. She can be reached at [email protected].
While legal staffing is still down in 2012, we are seeing the light at the end of the tunnel. The ice seems to be thawed a bit and law firms are beginning to grow again.
Many AmLaw 100/200 firms are relying more upon their business development/marketing departments for guidance to develop and execute sound marketing strategies that result in stronger client relationships and growing billings. Again, the focus is very bottom-line generation. As never before, the client rules the day. From approving which attorneys will work on their matters to what rates they will agree to be billed, clients have sent strong messages of how they want to be treated. Savvy law firms are finally recognizing that but for the client, there would be no firm. In light of all these developments, the 2012 MLF 50 is focusing on the interplay of marketing/business development and technology, with most of the emphasis placed on the strategies firms are employing to retain client relationships and expand their businesses.
Back for a Second Year
Given its enthusiastic reception, we will again accept submissions for the MLF Magnificent 25, a new category added in 2011. Since many of the nation's smaller to mid-sized firms fared well during the 2007-2010 recession, Marketing the Law Firm is pleased to accept submission from law firms of 100 attorneys and fewer.
If you are entering either category, be sure to review the submission instructions that appear at the end of the criteria (below).
Criteria for Selection
- Law firms of 100 attorneys or more are eligible to submit entries.
- Each firm will be required to submit a 1,500-word essay (segmented by topic, e.g., if you are describing “Marketing/Business Development
Strategy,” begin your description with the category subheading). 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 that cover all of the categories. - Make sure the name of the person submitting the entry, his/her job title, and contact information is included on all entries.
The following categories will be used to evaluate each firm:
Marketing/Business Development Strategy
The firm's formal plan methodology (i.e., needs assessment, situational analysis, target industries, practice area plans, new business pipeline reports, cross-selling, and individual marketing plans); three examples of its success, including implementation and cost; whether or not an annual budget is created to support these efforts; and the criteria used in creating the plan with line item examples; and examples of major new initiatives.
Communications Program
Never has it been more important to get and stay in touch with clients to grow relationships. This section will evaluate how firms develop/implement strategic communications programs in a creative way to yield high ROI for the firm.
Commitment
Marketing requirements for partners and associates, training programs, percentage of gross revenue as applied to marketing; participation of marketing partner and CMO on firm management committee.
Advertising and Visual Communications
Approach, implementation and one example of a return on investment.
Online Marketing Initiatives
How technology intersects with marketing and business development is changing every day. This section will evaluate how firms develop strategic online marketing plans to leverage top level technology, e.g., webinars/webcasts, videos, audio/video podcasts, blogs and social networking. This section also includes revamping and leveraging Web sites to increase site traffic and conversions.
Client Service Programs
This section will evaluate the creativity with which firms develop and execute on service programs which address some of today's challenges of effectively partnering with firms to help them achieve their goals. Goal setting, client service teams, client interviews/surveys, and the like will be measured. Metrics and ROI will also be reviewed.
Outreach
Community activities, pro bono and diversity programs that intertwine with client relations programs.
Submission Instructions
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