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How to implement a Rapid Assessment to help get your marketing initiative back on the right track.
In this unusual economy, the emphasis this year will be placed on those firms that have created unique business development strategies utilizing marketing and communications tools without 'breaking the bank,' the bank being the marketing/communications budgets. Firms that have done more with less will receive greater attention.</p><p><b>Criteria for Selection</b></p><p>Law firms of 100 attorneys or more are eligible to enter. Each firm will be required to submit an essay of 1,000 words (segmented by topic, <I>e.g.</I>, if you are describing 'Marketing Strategy,' please begin your description with the category subheading) describing its 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 one particular area, that firm will be given the same consideration as those that cover all of the categories Each firm should indicate on its submission the names of the person(s) submitting the entry, his or her title, and contact information. The following categories will be used to evaluate each firm:</p><p><b>Marketing Strategy</b></p><p>Formal plan (<i>i.e.</i>, 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.</p><p><b>Results</b></p><p>Measurable return-on-investment in specific efforts, how expenditures on specific strategies and tactics resulted in new clients, matters and/or additional profits.</p><p><b>Marketing Department</b></p><p>Staffing ' including 'who does what' and why; size of staff; 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.</p><p><b>Communications/Public Relations/Media Relations</b></p><p>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</p><p><b>Commitment</b></p><p>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.</p><p><b>Advertising and Visual Communications</b></p><p>Approach, implementation and one example of a return on investment.</p><p><b>Technology</b></p><p>How technology intersects with marketing, communications and business development, including partnering with clients and prospective clients, <i>e.g.</i>, audio/video podcasts and blogs. This section also includes the revamping of Web sites to increase traffic to site.</p><p><b>Client Service Programs</b></p><p>Goal setting, client service teams, client surveys, co-branding with clients, co-producing events, etc. Metrics and ROI will also be taken into consideration.</p><p><b>Outreach</b></p><p>Community activities, pro bono and diversity programs that utilize marketing strategy and communications.</p><p>DEADLINE FOR SUBMISSIONS IS MONDAY, SEPT. 29, 2008. All submissions must be sent via e-mail only to Elizabeth Anne 'Betiayn' Tursi, Editor-in-Chief, <I>Marketing The Law Firm</I> at <a href="mailto:[email protected]">[email protected]</a>. Any collateral materials accompanying the essay must also be in a format that can be transmitted via e-mail.
Features
In order to minimize the legal risks presented by telecommuting employees, a prudent employer will enter into written agreements with its telecommuting employees, setting forth the obligations and expectations of each party involved in the telecommuting relationship.
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This article focuses on key legal duties engendered by telecommuting arrangements; the significant legal risks triggered by regular or periodic work-at-home arrangements; and practical steps employers can take to mitigate these risks.
This article does not attempt to provide a comprehensive list of every issue that telecommuting presents, but rather, examines some of the most important issues in the following four areas: employee status for tax purposes; wage and hour; reasonable accommodation under the ADA; and workers' compensation.
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Recent rulings of interest to you and your practice.
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Rulngs in neighboring states that may affect your practice.
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In Part One of this article, the authors discussed the fact that the rule against hearsay often presents roadblocks for counsel in contested custody and visitation cases. Now they look at the specific exceptions to the rules against hearsay as they relate to child custody litigations.
On May 15, when the California Supreme Court ruled that marriage could not be denied to same-sex couples, the door seemingly flew wide open for gay and lesbian couples from any state in the union (and beyond) to go to California and get married. Whether that right would prove elusive for New York residents ' as was the case in Massachusetts, when that state decided to reserve gay marriage rights only for Massachusetts residents ' was an open question.