THE MLF Canadian 20

Overview

For all of the years that I was in-house at major law firms, I came in contact with many attorneys from Canada. Many were women who I had the pleasure of calling colleagues and friends when I served on the Executive Committee of the ABA Women Rainmakers. I was struck by the fact that some 15 years ago, women in law firms in Canada were rising stars with their own books of business and held management positions within their firms. The U.S. firms were still lagging behind in bringing women to the forefront.

What was even more remarkable was the fact that many of the Canadian firms were very aggressive in, at the time, the very new concept of marketing and public-relations endeavors. I remember thinking that some day these firms would be recognized for their achievements as forward thinking and futurists.

And so with the creation last year of the MLF 50 ' The Top Fifty Law Firms in Marketing and Communications, I wasn't the least bit surprised when I received quite a few e-mails asking if Canadian firms were eligible. It quickly became apparent that many firms in Canada met the criteria for inclusion on the list. By way of background, The MLF 50 was created to mirror the AmLaw 100 and 200, which only include U.S.-based firms. I thought about what I would do to include Canadian firms, and determined that these firms should have their own listing. So for the first time, Marketing The Law Firm will present the MLF Canadian 20 ' The Top 20 Canadian Law firms in the areas of Marketing and Communications. This listing will bring to bear all the achievements that our friends and colleagues to the North have been so diligently working on in terms of their marketing and communications programs. My hope is that as many firms as are eligible will submit essays so that the listing will be one that makes us all proud.

Criteria for Selection

Law firms of 50 attorneys or more are eligible to enter. Each firm will be required to write an essay of 750 words total (segmented by topic, eg, if you are describing a marketing strategy, please begin your description with the category subheading ' in this case “Marketing Strategy”) describing their marketing and communications program. The following criteria will be used to evaluate each firm:

• Marketing Strategy. Formal plan (ie, needs assessment, overall firm plan, target industries, practices 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 matters, clients or additional profits.
• Marketing Department. 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 in to 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. Include examples of how your firm uses its Web site, internal communications, Web conferences, e-zines, blogs, etc. 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.
• Web site and firm blogs. Development, look and feel, leads and clients from visitors and clients, increase in traffic or search engine ranking.
• Client Service Programs. Goal setting, client service teams, client surveys, metrics and ROI.
• Outreach. Community activities, pro bono and diversity programs that utilize marketing strategy and communications.

All submissions are due by April 28, 2006 and 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.

' Elizabeth Anne “Betiayn” Tursi, Editor-in-Chief

Overview

For all of the years that I was in-house at major law firms, I came in contact with many attorneys from Canada. Many were women who I had the pleasure of calling colleagues and friends when I served on the Executive Committee of the ABA Women Rainmakers. I was struck by the fact that some 15 years ago, women in law firms in Canada were rising stars with their own books of business and held management positions within their firms. The U.S. firms were still lagging behind in bringing women to the forefront.

What was even more remarkable was the fact that many of the Canadian firms were very aggressive in, at the time, the very new concept of marketing and public-relations endeavors. I remember thinking that some day these firms would be recognized for their achievements as forward thinking and futurists.

And so with the creation last year of the MLF 50 ' The Top Fifty Law Firms in Marketing and Communications, I wasn't the least bit surprised when I received quite a few e-mails asking if Canadian firms were eligible. It quickly became apparent that many firms in Canada met the criteria for inclusion on the list. By way of background, The MLF 50 was created to mirror the AmLaw 100 and 200, which only include U.S.-based firms. I thought about what I would do to include Canadian firms, and determined that these firms should have their own listing. So for the first time, Marketing The Law Firm will present the MLF Canadian 20 ' The Top 20 Canadian Law firms in the areas of Marketing and Communications. This listing will bring to bear all the achievements that our friends and colleagues to the North have been so diligently working on in terms of their marketing and communications programs. My hope is that as many firms as are eligible will submit essays so that the listing will be one that makes us all proud.

Criteria for Selection

Law firms of 50 attorneys or more are eligible to enter. Each firm will be required to write an essay of 750 words total (segmented by topic, eg, if you are describing a marketing strategy, please begin your description with the category subheading ' in this case “Marketing Strategy”) describing their marketing and communications program. The following criteria will be used to evaluate each firm:

• Marketing Strategy. Formal plan (ie, needs assessment, overall firm plan, target industries, practices 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 matters, clients or additional profits.
• Marketing Department. 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 in to 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. Include examples of how your firm uses its Web site, internal communications, Web conferences, e-zines, blogs, etc. 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.
• Web site and firm blogs. Development, look and feel, leads and clients from visitors and clients, increase in traffic or search engine ranking.
• Client Service Programs. Goal setting, client service teams, client surveys, metrics and ROI.
• Outreach. Community activities, pro bono and diversity programs that utilize marketing strategy and communications.

All submissions are due by April 28, 2006 and 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.

' Elizabeth Anne “Betiayn” Tursi, Editor-in-Chief