The Second Annual MLF 50: The Top 50 Law Firms in Marketing and Communications

Let's review the criteria for inclusion on this list:

• Marketing Strategy. Formal plan (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 im-plementation 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 (ROI) 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.

Again this year, not every firm that made the list included all of the criteria enumerated above. At my recommendation, some firms selected one or more of the criteria and focused on those areas in which they stand out above all others. In the research I did for the firms that did not do formal submissions, I looked at the overall firm's marketing program and then selected a specific criteria in which those firms excelled.

While I do not have enough space to highlight all the firms, I am presenting some of the more important aspects of the top six marketing and communications programs that struck a chord as having well thought-out and meaningful programs. Beginning with the February issue, other listed firms will be featured in Marketing The Law Firm.

Duane Morris

While, many law firms struggle to define their marketing and business development function, Duane Morris has clearly articulated its vision. To help elevate it from a regional powerhouse to an international platform, leadership recruited Ed Schechter as the firm's first Chief Marketing Officer 5 years ago, and gave him the responsibility and authority to create a first-rate, highly skilled marketing team. Ed instituted measures to track time, costs and report ROI in a way that were rare in legal marketing. This enabled him to build his infrastructure while fulfilling needs, instituting efficiencies and raising expectations. Ed hired senior professionals to become the lawyers' personal strategists and coaches on marketing, business development and client service programs. They work with business intelligence research professionals to create client-specific plans, and support the attorneys on proposal efforts, sales presentations and follow-up. Duane Morris' in-house creative teams handle all aspects of the firm's multimedia and printed collateral development, Web design and direct mail services. Most importantly, all of these professionals work in concert to qualify and evaluate every potential project, ensuring that the resources are utilized appropriately and efficiently, always focusing on ROI.

With more than 40 professional marketers working with 600+ attorneys, the firm's ratio of marketers to lawyers is 1 to 14.5, with Ed still enticing top marketing and business development professionals to join his program (including his most recent hires from an AmLaw 100 firm and Lexis/Nexis/Martindale-Hubbell).

Ed reports directly to firm Chairman Sheldon Bonovitz, who has publicly stated that marketing is key to the firm's financial success: 'Our increase in revenue is also, in part, attributed to our marketing and business development personnel.' Bonovitz points to the firm's ability to cross-market its practice areas, and its marketing team is critical to these efforts by putting together client teams across practices and offices, managing the details of each initiative and overseeing the dedicated budgets for each practice and industry-focused group. The team-oriented, ego-suppressed, customer-centric approach to marketing and business development is paying off and permeating through the culture of the firm.

Ed's writers and editors produce content at an astonishing rate. The firm's use of its InterAction-based CRM technology gets the Alerts (as well as a half-dozen other communications vehicles) to precisely targeted audiences of executives and decision makers. (Duane Morris also utilizes this technology to reveal to newly joining attorneys who they know in common with their new partners, creating dozens and dozens of instant introductions and business development leads.)

Duane Morris' traditional media program is already strong ' and growing stronger ' with attorneys regularly quoted in legal industry and business publications, and this is attributable in large part to the efforts of Joshua Peck, the firm's Media Relations Manager. In addition to the long list of media mentions, the firm has many attorney-authors, the most prolific being Eric Sinrod, who believes his weekly columns in USA Today and elsewhere are key to his impressive book of business. (Sinrod has gained a number of his clients, including eBay and Providian, after their legal departments have contacted him directly in response to his columns.)

Harvard Business School received word of Duane Morris' innovative approaches, and made the firm the subject of a case study that will be taught this fall. (Harvard has used law firms as case study subjects only three times in the history of its program.) (See Graphic A, below.)

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An audit of http://www.duanemorris.com/ revealed that it was 'incredibly good' in terms of visitor traffic. The constantly refreshed Web site succeeds in holding the attention of its visitors, with each surfing among its 5000+ content-rich pages for an average of more than 2 minutes. The site is frequently singled out for its wealth of detailed client success stories and testimonials. The firm's many Alerts and updates are available to news aggregators and readers via RSS feeds, and its newly launched Podcast program features professionally recorded interviews between its attorneys and other industry leaders.

Spearheading the firm's client satisfaction program, Ed Schechter's managers visit the firm's top clients to identify the strengths of the legal services they receive and the areas in need of improvement. Working with the attorneys, the team swiftly addresses any issues and map out opportunities to improve or expand the relationship.

In August, an independent study by BTI research reported that Duane Morris had gained a strong foothold in the client service area. BTI interviewed 240 Corporate Counsel of Fortune 1000 companies, and the firm was singled out by name, in an unprompted manner, as a 'major player' in terms of client focus, growth strategy, technology, flexible billing and value. In fact, of the 300 law firms that corporate decision-makers discussed with BTI researchers, Duane Morris was among the few that were described as truly innovative. The firm was also named as one of only 10 'market moving law firms' ' firms perceived to influence the future of the legal market.

Goodwin Procter

Goodwin Procter (http://www.goodwinprocter.com/) is one of the nation's leading law firms, grounded by a culture of collective entrepreneurism and known for its expertise in leading edge and converging industries ' technology companies, private equity, hedge funds, financial services and real estate capital markets, with significant strength on both the business law and litigation side. The firm is widely recognized as extraordinarily well managed and has seen 10 years of continued growth and profitability.

The firm has 675 attorneys and is headquartered in Boston with offices in New York, Washington, DC, and, most recently, Los Angeles and San Francisco, that opened concurrently in April 2006. In finalizing its bi-coastal strategy, the firm has plans to add one additional U.S. office in Silicon Valley in the near future. Internationally, it is exploring opportunities in two locations: London and China.

Led by Chief Marketing Officer, Anne Malloy Tucker, Goodwin Procter's positioning efforts and marketing strategy begin with, and are based upon, the firm's overall vision, values, objectives and overall strategy as follows:

Vision

• To be a prominent national law firm with international reach.
• To dominate the East Coast with multi-strength offices.
• To grow market share in each of its areas of strategic focus.
• To build and replicate this presence (offices and practices) on the West Coast in two or three markets.

Values

• Excellence.
• Client Service
• Collective entrepreneurism.
• Merit.
• Trust.
• Community.

Objectives

• Control its own destiny.
• Be healthy and stable financially.
• Grow market share.
• Attract cutting-edge legal work.
• Foster collegiality.
• Preserve our values.
• Leave a legacy.

Strategy and Implementation

• Establish market dominance.
• Master client service.
• Foster innovation.
• Make an investment.

Goodwin Procter's positioning has three primary components ' what they do, who they do it for and how they do it ' and is based on both driving the strategy and supporting the vision.

What They Do

Areas of strategic focus:The firm's approach to establishing market dominance is to identify and invest in areas of strategic practice focus and, from these, leverage and grow nationally. These are private equity, technology companies, intellectual property, financial services, real estate capital markets and products liability. Roughly 70% of the firm's overall marketing budget is invested in promoting these practices; they are the drivers of its growth nationally. In January 2004, the firm realigned its internal structure to mirror its market facing structure; the market facing practice area structure remains in place today.

Areas of core competency and specialty practices:To serve its clients and compete in a national marketplace, it is expected and necessary to provide full services across a broad range of transactional work and litigation matters. These practices form the firm's core competencies. Some of these practices may eventually grow in scale to join the firm's areas of strategic focus. Specialty practices exist almost exclusively to serve the firm's existing client base.

Pro bono:This work is considered by some within the firm on the same level as its practices, and is one of the most critically important components of the firm's overall recruiting effort. As indicated in focus groups, particularly with associates, this is a true differentiator for the firm.

Innovation:One way in which the firm will continue to establish dominance is through a commitment to innovation. The firm's incubator practice and process, is one example of this commitment.

Content rich and value added: Substance is what Goodwin Procter is all about. The firm's client base runs the gamut from emerging companies to the most sophisticated Fortune 50 companies, and the thread that runs through it all is an ability to add value. At one end this might mean packaged documents off the shelf that save a client time and money; on the other end, it might mean structuring a never-before-done deal. We demonstrate this tactically through (for example) a robust Web site Knowledge Center that includes a wealth of publications, client alerts and sponsorships of perceived valuable learning events.

Business, as well as legal, focus: Understanding 'how business thinks.' This is the position that drives the concept for the firm's advertising campaign (though the campaign also includes many of the above positions)

Who They Do It for

'Interesting work for interesting clients'(SM):Because the firm crosses so many different types of companies of so many shapes and sizes, the line 'interesting work for interesting clients' captures the essence of both the message and positioning for recruits as well as appeals to the client's image of themselves. It also gets around the tricky issues of looking like the firm is trying to be all things to all people.

Client-centric:'It's not about us ' it's about our clients.' This was the initial positioning premise behind the firm's image piece ' the 'anti-brochure' ' and continues to inform all Goodwin Procter's marketing efforts. 'Mastering client service' refers to a client first mentality ' focus on key clients, creation of client teams, world class training for staff.

Industry leaders, players, pioneers, big thinkers, people who make things happen: They may be CEOs, CFOs and Directors or they may be an MIT grad with a great idea, but the people that Goodwin Procter works best with are those whom they describe as 'people who drive their companies, their industries, and themselves. Getting deals done, winning cases, starting new ventures ' people with dreams about things that haven't been done before.'

How They Do It

With passion and high energy: This is the overall tone that the firm wants want to convey to all audiences. 'Not a white shoe law firm. Not an old school law firm. Not a traditional Boston-centric law firm. Vibrant, alive and poised to meet the challenges ahead. Emotional, not just cerebral.'

Flexible: 'Fast-moving, responsive, limber, young ' tailored to the need and situation.'

Personally invested:'Unrelenting hard work on behalf of clients whose problems we treat as our own.'

No arrogance:'It is a key differentiator for our firm vis-'-vis many firms who share our market space.'

With collective entrepreneurism: Goodwin Procter's culture is a team culture and Goodwin people support each other and work together to find the best solution for their clients. It is an open, meritocratic culture where innovation is supported, new ideas are welcomed and everyone's hardest critic is him- or herself.

The firm believes that the strength of a firm's marketing initiatives is grounded in the strength of its overall strategic plan. The firm is actively involved in driving and participating in the strategic and business planning process at both the firm and practice area levels.

Goodwin Procter's marketing strategy begins with the development of an overall firm-wide plan and fully integrated marketing plans for each of its areas of strategic focus as defined through the firm-wide strategic planning process ' private equity, technology companies, intellectual property, financial services, real estate capital markets and products liability. The overall goal is to establish dominance in each of the six focus practices nationally through a combination of aggressive marketing and targeted business development and client relationship building activities.

The plans, based upon each practice's annual business plan, include separate components for marketing, business development and client relationship building. The marketing component focuses on thought leadership; the business development component focuses on targeted prospects and tracking processes; and the client relationship building component focuses on adding value.

The marketing/thought leadership positioning includes an integrated approach and tactics, aggressively and consistently implemented. An example of the process would be taking a position on a topic or subject matter, publish around it, run a conference or event around it, communicate to a targeted audience around it, develop a media campaign to support it and to repurpose the material for the Web, other articles, speaking engagements, and the like.

A yearly budget is developed based on supporting the overall firm-wide objectives and practice plans. (See Graphic B, below.) For FY07, the planning process takes place throughout the summer with an Oct. 1 implementation date.

Graphic B

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Some of the new initiatives for FY07 include the continuing development of client teams, market research (clients and prospects) for each of the major practices, and co-branded events such as the Outside Directors Forum with MIT Sloan School of Management; 'Big Ideas in Technology,' a Goodwin Procter custom publication produced by Leverage Media for the firm; and sponsorship of high visibility events nationwide, such as the Milken Institute's Global Conference in LA.

Goodwin Procter chooses what it measures carefully, understanding that while ROI is important, measuring activity in a vacuum is at best irrelevant and at worst, misleading. The firm uses the following metrics to measure the overall effectiveness of our integrated marketing initiatives: Opportunity tracking module within the CRM system (InterAction), proposal win/loss/pending/no action tracking system, a cost/benefit analysis after each major event or sponsorship and select financial metrics.

The firm uses external benchmarks and market research (proprietary and non) to measure image and visibility, market perceptions and 'brand awareness.' Its 'place and progress' on key ranking lists is carefully monitored and measured.

Goodwin Procter's approach to structure and staffing is to build a full-service capability at the firm-wide level to support the day-to-day needs of all its attorneys and to focus its business development efforts at a practice area level. This allows efficiency and economics of scale, and maps to the firm's overall structure and strategy.

The Goodwin Procter marketing team is focused on client service and the delivery of high quality services across the firm. Members of the group are leaders within the business and legal communities and the group has received myriad awards and recognition for its efforts ranging from Web development to promotional materials to internal communications. Each year, the firm sets goals for the marketing team as a group. The department is structured into four primary areas: marketing, com-munication, public relations and business development. There are 20 professionals with plans to hire three additional full-time employees in the coming year.

In 2007, the firm launched a new Web site to better reflect its current positioning. The site is one of the firm's critical communication tools, and the firm tracks visits, downloads and activity on a weekly basis through Web Trends. Activity and visits have grown nearly 1000% since the site was first launched in 2001.

The marketing team also supports a number of key initiatives that are 'owned' by other departments within the firm. These include a robust pro bono effort, including the production of an annual report and significant public relations and communications assistance; launch of a formal alumni relations initiative and extranet/Web site; support for the firm's diversity efforts including support for its annual Fellowship Awards; creation of training modules for associates on business development and networking and internal communications support across a broad range of functions and departments.

Jenner & Block

Under the direction of Chief Marketing Officer, Theresa Jaffe, Jenner & Block (http://www.jenner.com/) has created a comprehensive marketing and communications program. The firm is being singled out for two of its newsletters ' one in the area of pro bono and the other in the area of diversity.

The firm's award-winning pro bono newsletter, The Heart of the Matter, is produced entirely with internal resources and on a team basis (see Graphic C, below). It is intended to memorialize all the major activities of the firm's pro bono program and public service efforts each year and to uniquely publicize that good news story in a conversational, engaging manner. In doing so, The Heart of the Matter reinforces Jenner & Block's business development efforts among its like-minded corporate clientele.

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The highest standards of research, writing and editing are followed. Photo-journalism is a major component of this content rich 12-16-page product.

The Heart of the Matter is an integral element of Jenner & Block's strategic marketing plan in that it is nationally distributed to thousands of partners, employees, clients, prospective clients, alumni, journalists, academia and law students as well as posted and prominently displayed on the firm's Web site. Many of the stories and photographs contained in The Heart of the Matter also appear in media reports across the country, as well as in the firm's annual report, Highlights, and other marketing materials. The newsletter is also widely distributed at such high-profile venues such as the ABA annual meeting, the International Bar Association annual conference, and the like.

This year, the Winter 2005 issue of The Heart of the Matter was awarded the 2006 Burton Award for the best law firm newsletter. The four-color newsletter's role in raising public awareness of Jenner & Block's prodigious commitment to public service is inestimable, and has clearly contributed to the firm's reception of such prestigious honors as the Illinois State Bar Association's McAndrews Pro Bono Award, the DC Bar's Pro Bono Law Firm of the Year Award, and the Pro Bono Institute's John Pickering Award. This pro bono newsletter has also been widely credited with greatly aiding the firm's recruiting of lateral partners, lateral associates and law school students, many individuals citing the firm's commitment to pro bono as a primary motivating reason for joining the firm.

The editorial process in creating each issue of The Heart of the Matter involves the efforts of dozens of employees and attorneys year-round. Under the editorial leadership of Theresa Jaffe and editorial guidance of Public Relations Manager Darryl Van Duch, Marketing Specialist Kevin Blasko works with a team of marketing professionals and attorneys to identify, research and describe all pro bono and public service news relating to the firm during the course of the year. After intense editorial review and attorney approval, this team posts the summary stories on the firm's Web site.

From these online compilations, Kevin and Darryl subsequently create a proposed game plan for each issue consisting of the best stories and photographs appearing on the firm's Web site. Great care is given to selecting stories for their interest, impact and variety to the diverse audience it reaches. Stories involving the firm's cutting edge litigation efforts and involvement in complex transactional matters on behalf of indigent or nonprofit clients are interwoven with attorney profiles, awards and other public service efforts. The resulting story list, page layout and publishing timetable is submitted to Pro Bono Committee Co-Chairs Barry Levenstam and David DeBruin for their review and approval.

Upon securing that approval, assignments are made to various members of the firm's Marketing Department for further research, interviews, writing and editing. Each story may undergo numerous rewrites before finally being set in print. Several additional and stringent edit cycles are typically imposed on the copy and graphics from various perspectives: among them, accuracy, completeness, readability, insight, impact, balance and fairness. Very often, original or additional photography or graphics are created and/or purchased.

No article goes to press without the review and approval of every attorney mentioned, quoted and/or pictured therein; typically this approval process involves 50 or more attorneys.

Once this editorial and elaborate approval process is completed, the draft newsletter is submitted to the Pro Bono Committee Co-Chairs, as well as the Managing Partner, for final review and approval. The approved printed version is then sent to an outside vendor for printing, page proofs and ultimate production and distribution as noted above.

The result, the firm believes, is a newsletter that captures Jenner & Block's remarkable commitment to public service and effectively relays this message to the world in diverse and unique ways.

Many firms talk about diversity and feature it prominently on their Web sites. Jenner & Block lives diversity, and marketing plays a major role in conveying the breadth of their commitment. Their newsletter Equal Time includes stories relating to the accomplishments of Jenner & Block's diverse attorneys; legal viewpoints from diverse attorneys and/or clients; the pro bono community services the firm provides on matters relating to women, minorities and the gay and lesbian community; and other issues of interest (see Graphic D, below.) The same methodical process described above goes into the creation of this newsletter. A recent issue of Equal Time focusing on LGBT Community Service contained articles relating to Jenner & Block's sponsorships in leading LGBT civil rights and community organizations and an article on Jenner & Block's LGBT Forum, one of several in-house affinity groups that has focused its networking and advocacy efforts on matters such as enhancing the firm's policies and benefits for LGBT attorneys and employees, recruiting LGBT attorneys and discussing firm support of local and national LGBT organizations.

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Sonnenschein Nath & Rosenthal LLP

Robyn L. Radomski, Chief Marketing Officer of Sonnenschein Nath & Rosenthal (http://www.sonnenschein.com/) launched a marketing strategy for 2006 that capitalized on the firm's Centennial Anniversary year by communicating to key audiences that this venerable law firm had reached this extraordinary milestone as a result of its long-standing commitment to 'Partnering for Progress' with its clients, and that it was launching its second hundred years with unrelenting resolve to retain its focus on its core values:

Quality, Dedication and Integrity.

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The centerpiece for the multi-channel informational campaign was a captivating 60-minute DVD (see Graphic E, above), now a key ingredient in the marketing pitches the firm prepares and disseminates. It also is a core element in Sonnenschein's recruiting program and new-employee orientation. This effort involved resurrecting and scrutinizing musty files and records and other sources of antiquity, including historical society records, photographs and memorabilia obtained from museums, newspaper libraries, social and business clubs, religious institutions, golf clubs, courthouses, real estate firms, clients and elsewhere. Some 200 persons, including present and former clients, retired and active lawyers and staff, were interviewed and videotaped. Family members, including members of the founding partners' families, were interviewed as well.

Other key elements of the campaign included: An overall Centennial plan, 2 years in the making; national and local news releases; street banners and flags appearing around or on buildings housing the firm's offices in most of its 10 cities; the bathing of the antennae atop the Sears Tower in Chicago with 'Sonnenschein Yellow' light (Sonnenschein in German means sunshine); a special Centennial logo that appears on all firm-produced materials, including stationery and brochures; the striking of a brass medallion for employees and friends of the firm; and creation of a Centennial Anniversary Web site and Commemorative annual review. Important civic contributions included the launching of significant educational projects in each of the firm's cities. The centerpiece of the firm's program, however, was the launch of Legacy Charter School, an elementary school that the firm has opened in an inner city Chicago neighborhood and in which scores of Sonnenschein lawyers and staff tutor, mentor and provide other assistance.

Another important element of the overall campaign is the creation of the Sonnenschein Scholars Program, an initiative providing $4000 summer stipends to 50 first-year students at 25 U.S. law schools over each of the next 5 years, to underwrite their participation in public service law projects. A special medal was struck to honor these awardees, too.

'100 Years of Partnering for Progress,' a DVD, premiered in early Feb. 2006 at the firm's Partners Weekend, before some 700 partners, key staff and their guests to a standing ovation. Following rave reviews from this critical and discerning public, Sonnenschein produced 2000 copies of it for distribution to clients, recruits and others.

In addition, the firm published a four-color annual review, entitled 'Commemorating 100 years of Partnering for Progress,' that featured photos of, and testimonials from, some 20 clients as well as a firm history timeline. More than 50,000 copies were distributed to clients, prospects and friends of the firm.

Every office held a special 100^th Year Birthday Party for its lawyers, staff and other friends of the firm, on or around the actual birthday, April 1.

Media coverage, especially relating to the creation of Legacy Charter School and other firm educational initiatives, has appeared in such publications as Forbes, Chicago Tribune, St. Louis Post-Dispatch, Los Angeles Times, Kansas City Star, Crain's Chicago Business, Chicago Magazine, Chicago Lawyer, National Law Journal and American Lawyer.

The campaign has produced favorable results. The DVD has received accolades from attorneys and staff, prospective recruits, clients, prospective clients, business, civic, cultural, political and educational leaders in the community, law schools, professional associations and the business and legal media.

Most marketing campaigns are difficult to evaluate in terms of return on investment. For a 700-member law firm determined to celebrate its Centennial Anniversary by giving back to the communities in which it has prospered and grown professionally, no such expectations existed. Still, the firm's clients have been made to realize that the firm has grown and continued to prosper for 100 years only by successfully serving the needs of its clients. In addition, the community has been made aware that the firm is helping thousands of young people achieve superior education in ways that would otherwise not have been available to them; and the same may be said for the 250 law students working at summertime public interest law projects. As the firm has indicated and I paraphrase: 'This ROI is priceless.'

Goulston & Storrs

The marketing efforts at Goulston & Storrs (http://www.goulstonstorrs.com/) are led by Director of Business Development, Beth Cuzzone, who has been at the helm for the development of some rather unique marketing initiatives.

First to Market

The objective here is to develop some 'out of the box' initiatives to stay ahead of the market in messaging as well as maintain 'top of mind' positioning among existing and prospective clients. The market is flooded with messaging and advertising from law firms so the firm tried to find ways to speak to their market. They decided to use advertising mediums that they believed were unque:

' Co-Branding. An innovative co-branding initiative with The Premium Club of the Fleet Center addressed the firm's need to 'stand out' in the market. In a first-of-its-kind collaboration between a law firm and a major sports/entertainment venue, the partnership inextricably links the Goulston & Storrs name with the exclusive special-access club. From signage to Web site to high end events, the club's new identity is clearly marked 'The Premium Club partnering with Goulston & Storrs.'

' Airline Commercial. The firm took its business development message to new heights (literally) with a commercial that ran on U.S. Airways shuttle Boston/New York/DC. Featuring clients and employees, the in-flight video delivered the firm's message to a new audience in an innovative way. An unexpected result was the project's teambuilding value. After production was complete, there was a cast party to unveil the final piece.

' Elevator Advertising Campaign. The firm launched an electronic advertising campaign via flat screen advertising in elevators. The screens deliver branded content ' national, local and business news, stock updates, weather forecasts, sports scores and more. This visual communication was available in office towers across North America, and in Boston and DC. The program won an award from the Massachusetts Innovation & Technology Exchange. By converting the firm's print materials to video stream, Goulston & Storrs has leveraged its advertising campaign in a dynamic medium. It is estimated that workers in office tower buildings take an average of six elevator trips per day, with the average trip being about 1 minute, 20 seconds ' that's an average of 48 impressions per person per day. That is truly a captive audience.

' TrueViews for Recruiting Ma-terials. Using Legal Insight, Goulston & Storrs was one of the first law firms to launch 10-minute audio interviews on its Web site. The firm asked their associates to give candid assessments of their experiences at the firm. There was no prompting and no 'dress rehearsals'

Goulston & Storrs University (GSU)

The Business Development Department launched GSU (see Graphic F, below). The goal of GSU is to communicate critical training messages across the entire firm population suing a diverse set of tools to communicate and reinforce essential skills and techniques. The challenge was to improve key skills, especially in sales and client service with a low-cost/no cost budget. By taking an integrated marketing approach to promote and support professional development efforts, Goulston & Storrs has greatly extended the reach and impact of the program by using push e-mails, tips, seminars taught by clients and internal professionals, talking points and reminders.

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Manatt, Phelps & Phillips

Manatt, Phelps & Phillips' (http://www.manatt.com/) marketing efforts are lead by their Director of Marketing, Susan Stone. The firm has created several unique marketing initiatives, including two that stand out.

Branding and Corporate Citizenship Program. The program 'Manatt Empowering D.C. Youth' (see Graphic G, below) was created for the Washington, DC office. Manatt selected three organizations whose values aligned with the firm's goal to expand the breadth of opportunities available to youth in the DC community.

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The firm believed that it was essential to reach out to organizations that focus specifically on DC residents and their needs. It is hoped that Manatt's contributions of time and money will act as potent investments in the most important resource to the country's future ' its youth.

Bright Beginnings provides child-care and therapeutic support around the clock during the work week to homeless families preparing to transition to permanent housing.

The D.C. Campaign to Prevent Teen Pregnancy is an advocate for research and additional healthcare services for adolescents in the nation's capitol.

The Fishing Program is a safe-haven for school-aged children in need of academic tutoring and life skills education. Over time these programs will brand Manatt in Washington giving visability to the firm's commitments to pro bono and community service.

Life@Manatt

The firm created a profile video that provides an engaging inside look at the firm, its people, work and culture. The primary target audiences were recruitment prospects for both attorneys and staff. In some cases, the video will be used with clients to provide background on the firm's unique internal culture and values. The goal of the video was to present Manatt as a firm with a different approach from other large successful law practices. Manatt is driven by a strong culture that balances work achievement with personal satisfaction and opportunities for personal and professional growth. The challenge was to both speak and demonstrate the firm's culture in a way that is both highly credible and relevant to the target audience. For the firm, it was imperative that the video articulate the key values driving Manatt and demonstrate that the firm understands the values that its recruits (both attorneys and staff) are seeking in their careers. The video was built around three principal communication points that collectively describe and define the unique Manatt business environment:

• People. The quality of the people working at the firm, the importance of diversity and the focus on professional growth and personal satisfaction.
• Work. Outline Manatt's range of legal practice areas, in-house consulting division, national reach and selected clients and industries
• Culture. A culture of excellence driven by attention to the whole person with an emphasis on work/life balance.

It was important that the video also demonstrate that Manatt is aware of, and sensitive to, the things that their prospective attorneys and staff are seeking in building their career:

• Challenges. Environment that provides consistent opportunity to grow and develop skills and deal with new challenges;
• Meaningful work. Range of legal practice areas, industries and clients to engage in work that is satisfying, high impact and engaging;
• Merit-based promotion. A culture that values and recognizes individual effort, insight and contributions; and
• Personal growth. Opportunities to find satisfying work experiences and build a life where professional effort and personal time are in balance.

To effectively communicate the unique culture and business environment within Manatt to the target audiences, the video had to tell the story through interviews with senior partners, attorneys and staff covering their perspective on the quality of their work experience at Manatt. The firm also wanted to demonstrate the experience through short anecdotes that underline and demonstrate how the Manatt approach is different from other firms. Most importantly for Manatt, the firm wanted to draw the audience in and give them a sense of what it is like to work at Manatt and understand what makes the firm a unique and satisfying experience. The video has been posted on the firm's Web site under the careers section and has been burned on to DVDs that are distributed at college campus recruiting events and in our recruiting brochures.

Until Next Year

Well, my work is complete ' at least for this year's MLF 50. I am pleased that marketing, business development and media programs are thriving and becoming an integral part of the face of today's law firms. We need to keep moving the agenda forward. As a pioneer in law firm marketing, I have always believed that marketing, when done right, can be a powerful presence. The firms on this year's list reinforce my beliefs and each one of them should feel very proud of all their achievements.

Stats

Among the 50 firms that appear on this year's list, 19 are appearing for the first time. Among last year's unranked firms (firms where extensive research indicated a commitment to marketing but did not provide enough information for ranking), eight firms now appear in the rankings, and three of those are in the top 10. There are three firms that do not appear in the AmLaw 200, one of which appears in the top 10. Of the 50 firms that appeared last year, 19 firms do not appear on this year's list. Of those 19, nine were ranked and 10 were unranked.

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Click here to download the MLF 50 list in PDF format.

Click here to download the MLF 50 list, or see below.

At the outset, let me congratulate the 50 firms that made this year's MLF 50. The fact that out of the hundreds of law firms with marketing programs, these 50 firms have attained the status of being considered the best programs in the country is a testament to the fabulous strides that law firm marketing, business development and media programs have achieved over the last year. There is good news here: Marketing is alive, well and prospering at many of the AmLaw 200 firms. This year, the MLF 50 showcases a wide range of firms and their marketing activities that can best be described by using a sports metaphor ' a full contact sport. The profession has come a long way in terms of sophistication, depth and creativity. In the following pages, you will see the power of marketing, business development and media and how can transform and strengthen a law firm ' and yes, make it more profitable. What is important to note is that many of these marketing activities were created as vehicles for pro bono and diversity initiatives. It should come as no surprise that doing good deeds for others and creating a diverse environment leads to prosperity.

Once again this year, the process of selecting the top 50 firms was not an easy task. While some firms provided substantive submissions, others that are listed provided little or no information. There is only so much prodding one can do to elicit that information. I was forced to do extensive research on those firms that I believed have established viable marketing and media programs, but for whatever reason were not in a position to send me a written submission. There were also many firms that did provide submissions but, frankly speaking, their marketing achievements did not rise to the level that would warrant inclusion in the top 50. My advice to them is to keep up the good work and ' maybe next year.

Let's review the criteria for inclusion on this list:

• Marketing Strategy. Formal plan (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 im-plementation 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 (ROI) 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.

Again this year, not every firm that made the list included all of the criteria enumerated above. At my recommendation, some firms selected one or more of the criteria and focused on those areas in which they stand out above all others. In the research I did for the firms that did not do formal submissions, I looked at the overall firm's marketing program and then selected a specific criteria in which those firms excelled.

While I do not have enough space to highlight all the firms, I am presenting some of the more important aspects of the top six marketing and communications programs that struck a chord as having well thought-out and meaningful programs. Beginning with the February issue, other listed firms will be featured in Marketing The Law Firm.

Duane Morris

While, many law firms struggle to define their marketing and business development function, Duane Morris has clearly articulated its vision. To help elevate it from a regional powerhouse to an international platform, leadership recruited Ed Schechter as the firm's first Chief Marketing Officer 5 years ago, and gave him the responsibility and authority to create a first-rate, highly skilled marketing team. Ed instituted measures to track time, costs and report ROI in a way that were rare in legal marketing. This enabled him to build his infrastructure while fulfilling needs, instituting efficiencies and raising expectations. Ed hired senior professionals to become the lawyers' personal strategists and coaches on marketing, business development and client service programs. They work with business intelligence research professionals to create client-specific plans, and support the attorneys on proposal efforts, sales presentations and follow-up. Duane Morris' in-house creative teams handle all aspects of the firm's multimedia and printed collateral development, Web design and direct mail services. Most importantly, all of these professionals work in concert to qualify and evaluate every potential project, ensuring that the resources are utilized appropriately and efficiently, always focusing on ROI.

With more than 40 professional marketers working with 600+ attorneys, the firm's ratio of marketers to lawyers is 1 to 14.5, with Ed still enticing top marketing and business development professionals to join his program (including his most recent hires from an AmLaw 100 firm and Lexis/Nexis/Martindale-Hubbell).

Ed reports directly to firm Chairman Sheldon Bonovitz, who has publicly stated that marketing is key to the firm's financial success: 'Our increase in revenue is also, in part, attributed to our marketing and business development personnel.' Bonovitz points to the firm's ability to cross-market its practice areas, and its marketing team is critical to these efforts by putting together client teams across practices and offices, managing the details of each initiative and overseeing the dedicated budgets for each practice and industry-focused group. The team-oriented, ego-suppressed, customer-centric approach to marketing and business development is paying off and permeating through the culture of the firm.

Ed's writers and editors produce content at an astonishing rate. The firm's use of its InterAction-based CRM technology gets the Alerts (as well as a half-dozen other communications vehicles) to precisely targeted audiences of executives and decision makers. (Duane Morris also utilizes this technology to reveal to newly joining attorneys who they know in common with their new partners, creating dozens and dozens of instant introductions and business development leads.)

Duane Morris' traditional media program is already strong ' and growing stronger ' with attorneys regularly quoted in legal industry and business publications, and this is attributable in large part to the efforts of Joshua Peck, the firm's Media Relations Manager. In addition to the long list of media mentions, the firm has many attorney-authors, the most prolific being Eric Sinrod, who believes his weekly columns in USA Today and elsewhere are key to his impressive book of business. (Sinrod has gained a number of his clients, including eBay and Providian, after their legal departments have contacted him directly in response to his columns.)

Harvard Business School received word of Duane Morris' innovative approaches, and made the firm the subject of a case study that will be taught this fall. (Harvard has used law firms as case study subjects only three times in the history of its program.) (See Graphic A, below.)

Graphic A

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An audit of http://www.duanemorris.com/ revealed that it was 'incredibly good' in terms of visitor traffic. The constantly refreshed Web site succeeds in holding the attention of its visitors, with each surfing among its 5000+ content-rich pages for an average of more than 2 minutes. The site is frequently singled out for its wealth of detailed client success stories and testimonials. The firm's many Alerts and updates are available to news aggregators and readers via RSS feeds, and its newly launched Podcast program features professionally recorded interviews between its attorneys and other industry leaders.

Spearheading the firm's client satisfaction program, Ed Schechter's managers visit the firm's top clients to identify the strengths of the legal services they receive and the areas in need of improvement. Working with the attorneys, the team swiftly addresses any issues and map out opportunities to improve or expand the relationship.

In August, an independent study by BTI research reported that Duane Morris had gained a strong foothold in the client service area. BTI interviewed 240 Corporate Counsel of Fortune 1000 companies, and the firm was singled out by name, in an unprompted manner, as a 'major player' in terms of client focus, growth strategy, technology, flexible billing and value. In fact, of the 300 law firms that corporate decision-makers discussed with BTI researchers, Duane Morris was among the few that were described as truly innovative. The firm was also named as one of only 10 'market moving law firms' ' firms perceived to influence the future of the legal market.

Goodwin Procter

Goodwin Procter (http://www.goodwinprocter.com/) is one of the nation's leading law firms, grounded by a culture of collective entrepreneurism and known for its expertise in leading edge and converging industries ' technology companies, private equity, hedge funds, financial services and real estate capital markets, with significant strength on both the business law and litigation side. The firm is widely recognized as extraordinarily well managed and has seen 10 years of continued growth and profitability.

The firm has 675 attorneys and is headquartered in Boston with offices in New York, Washington, DC, and, most recently, Los Angeles and San Francisco, that opened concurrently in April 2006. In finalizing its bi-coastal strategy, the firm has plans to add one additional U.S. office in Silicon Valley in the near future. Internationally, it is exploring opportunities in two locations: London and China.

Led by Chief Marketing Officer, Anne Malloy Tucker, Goodwin Procter's positioning efforts and marketing strategy begin with, and are based upon, the firm's overall vision, values, objectives and overall strategy as follows:

Vision

• To be a prominent national law firm with international reach.
• To dominate the East Coast with multi-strength offices.
• To grow market share in each of its areas of strategic focus.
• To build and replicate this presence (offices and practices) on the West Coast in two or three markets.

Values

• Excellence.
• Client Service
• Collective entrepreneurism.
• Merit.
• Trust.
• Community.

Objectives

• Control its own destiny.
• Be healthy and stable financially.
• Grow market share.
• Attract cutting-edge legal work.
• Foster collegiality.
• Preserve our values.
• Leave a legacy.

Strategy and Implementation

• Establish market dominance.
• Master client service.
• Foster innovation.
• Make an investment.

Goodwin Procter's positioning has three primary components ' what they do, who they do it for and how they do it ' and is based on both driving the strategy and supporting the vision.

What They Do

Areas of strategic focus:The firm's approach to establishing market dominance is to identify and invest in areas of strategic practice focus and, from these, leverage and grow nationally. These are private equity, technology companies, intellectual property, financial services, real estate capital markets and products liability. Roughly 70% of the firm's overall marketing budget is invested in promoting these practices; they are the drivers of its growth nationally. In January 2004, the firm realigned its internal structure to mirror its market facing structure; the market facing practice area structure remains in place today.

Areas of core competency and specialty practices:To serve its clients and compete in a national marketplace, it is expected and necessary to provide full services across a broad range of transactional work and litigation matters. These practices form the firm's core competencies. Some of these practices may eventually grow in scale to join the firm's areas of strategic focus. Specialty practices exist almost exclusively to serve the firm's existing client base.

Pro bono:This work is considered by some within the firm on the same level as its practices, and is one of the most critically important components of the firm's overall recruiting effort. As indicated in focus groups, particularly with associates, this is a true differentiator for the firm.

Innovation:One way in which the firm will continue to establish dominance is through a commitment to innovation. The firm's incubator practice and process, is one example of this commitment.

Content rich and value added: Substance is what Goodwin Procter is all about. The firm's client base runs the gamut from emerging companies to the most sophisticated Fortune 50 companies, and the thread that runs through it all is an ability to add value. At one end this might mean packaged documents off the shelf that save a client time and money; on the other end, it might mean structuring a never-before-done deal. We demonstrate this tactically through (for example) a robust Web site Knowledge Center that includes a wealth of publications, client alerts and sponsorships of perceived valuable learning events.

Business, as well as legal, focus: Understanding 'how business thinks.' This is the position that drives the concept for the firm's advertising campaign (though the campaign also includes many of the above positions)

Who They Do It for

'Interesting work for interesting clients'(SM):Because the firm crosses so many different types of companies of so many shapes and sizes, the line 'interesting work for interesting clients' captures the essence of both the message and positioning for recruits as well as appeals to the client's image of themselves. It also gets around the tricky issues of looking like the firm is trying to be all things to all people.

Client-centric:'It's not about us ' it's about our clients.' This was the initial positioning premise behind the firm's image piece ' the 'anti-brochure' ' and continues to inform all Goodwin Procter's marketing efforts. 'Mastering client service' refers to a client first mentality ' focus on key clients, creation of client teams, world class training for staff.

Industry leaders, players, pioneers, big thinkers, people who make things happen: They may be CEOs, CFOs and Directors or they may be an MIT grad with a great idea, but the people that Goodwin Procter works best with are those whom they describe as 'people who drive their companies, their industries, and themselves. Getting deals done, winning cases, starting new ventures ' people with dreams about things that haven't been done before.'

How They Do It

With passion and high energy: This is the overall tone that the firm wants want to convey to all audiences. 'Not a white shoe law firm. Not an old school law firm. Not a traditional Boston-centric law firm. Vibrant, alive and poised to meet the challenges ahead. Emotional, not just cerebral.'

Flexible: 'Fast-moving, responsive, limber, young ' tailored to the need and situation.'

Personally invested:'Unrelenting hard work on behalf of clients whose problems we treat as our own.'

No arrogance:'It is a key differentiator for our firm vis-'-vis many firms who share our market space.'

With collective entrepreneurism: Goodwin Procter's culture is a team culture and Goodwin people support each other and work together to find the best solution for their clients. It is an open, meritocratic culture where innovation is supported, new ideas are welcomed and everyone's hardest critic is him- or herself.

The firm believes that the strength of a firm's marketing initiatives is grounded in the strength of its overall strategic plan. The firm is actively involved in driving and participating in the strategic and business planning process at both the firm and practice area levels.

Goodwin Procter's marketing strategy begins with the development of an overall firm-wide plan and fully integrated marketing plans for each of its areas of strategic focus as defined through the firm-wide strategic planning process ' private equity, technology companies, intellectual property, financial services, real estate capital markets and products liability. The overall goal is to establish dominance in each of the six focus practices nationally through a combination of aggressive marketing and targeted business development and client relationship building activities.

The plans, based upon each practice's annual business plan, include separate components for marketing, business development and client relationship building. The marketing component focuses on thought leadership; the business development component focuses on targeted prospects and tracking processes; and the client relationship building component focuses on adding value.

The marketing/thought leadership positioning includes an integrated approach and tactics, aggressively and consistently implemented. An example of the process would be taking a position on a topic or subject matter, publish around it, run a conference or event around it, communicate to a targeted audience around it, develop a media campaign to support it and to repurpose the material for the Web, other articles, speaking engagements, and the like.

A yearly budget is developed based on supporting the overall firm-wide objectives and practice plans. (See Graphic B, below.) For FY07, the planning process takes place throughout the summer with an Oct. 1 implementation date.

Graphic B

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Some of the new initiatives for FY07 include the continuing development of client teams, market research (clients and prospects) for each of the major practices, and co-branded events such as the Outside Directors Forum with MIT Sloan School of Management; 'Big Ideas in Technology,' a Goodwin Procter custom publication produced by Leverage Media for the firm; and sponsorship of high visibility events nationwide, such as the Milken Institute's Global Conference in LA.

Goodwin Procter chooses what it measures carefully, understanding that while ROI is important, measuring activity in a vacuum is at best irrelevant and at worst, misleading. The firm uses the following metrics to measure the overall effectiveness of our integrated marketing initiatives: Opportunity tracking module within the CRM system (InterAction), proposal win/loss/pending/no action tracking system, a cost/benefit analysis after each major event or sponsorship and select financial metrics.

The firm uses external benchmarks and market research (proprietary and non) to measure image and visibility, market perceptions and 'brand awareness.' Its 'place and progress' on key ranking lists is carefully monitored and measured.

Goodwin Procter's approach to structure and staffing is to build a full-service capability at the firm-wide level to support the day-to-day needs of all its attorneys and to focus its business development efforts at a practice area level. This allows efficiency and economics of scale, and maps to the firm's overall structure and strategy.

The Goodwin Procter marketing team is focused on client service and the delivery of high quality services across the firm. Members of the group are leaders within the business and legal communities and the group has received myriad awards and recognition for its efforts ranging from Web development to promotional materials to internal communications. Each year, the firm sets goals for the marketing team as a group. The department is structured into four primary areas: marketing, com-munication, public relations and business development. There are 20 professionals with plans to hire three additional full-time employees in the coming year.

In 2007, the firm launched a new Web site to better reflect its current positioning. The site is one of the firm's critical communication tools, and the firm tracks visits, downloads and activity on a weekly basis through Web Trends. Activity and visits have grown nearly 1000% since the site was first launched in 2001.

The marketing team also supports a number of key initiatives that are 'owned' by other departments within the firm. These include a robust pro bono effort, including the production of an annual report and significant public relations and communications assistance; launch of a formal alumni relations initiative and extranet/Web site; support for the firm's diversity efforts including support for its annual Fellowship Awards; creation of training modules for associates on business development and networking and internal communications support across a broad range of functions and departments.

Jenner & Block

Under the direction of Chief Marketing Officer, Theresa Jaffe, Jenner & Block (http://www.jenner.com/) has created a comprehensive marketing and communications program. The firm is being singled out for two of its newsletters ' one in the area of pro bono and the other in the area of diversity.

The firm's award-winning pro bono newsletter, The Heart of the Matter, is produced entirely with internal resources and on a team basis (see Graphic C, below). It is intended to memorialize all the major activities of the firm's pro bono program and public service efforts each year and to uniquely publicize that good news story in a conversational, engaging manner. In doing so, The Heart of the Matter reinforces Jenner & Block's business development efforts among its like-minded corporate clientele.

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The highest standards of research, writing and editing are followed. Photo-journalism is a major component of this content rich 12-16-page product.

The Heart of the Matter is an integral element of Jenner & Block's strategic marketing plan in that it is nationally distributed to thousands of partners, employees, clients, prospective clients, alumni, journalists, academia and law students as well as posted and prominently displayed on the firm's Web site. Many of the stories and photographs contained in The Heart of the Matter also appear in media reports across the country, as well as in the firm's annual report, Highlights, and other marketing materials. The newsletter is also widely distributed at such high-profile venues such as the ABA annual meeting, the International Bar Association annual conference, and the like.

This year, the Winter 2005 issue of The Heart of the Matter was awarded the 2006 Burton Award for the best law firm newsletter. The four-color newsletter's role in raising public awareness of Jenner & Block's prodigious commitment to public service is inestimable, and has clearly contributed to the firm's reception of such prestigious honors as the Illinois State Bar Association's McAndrews Pro Bono Award, the DC Bar's Pro Bono Law Firm of the Year Award, and the Pro Bono Institute's John Pickering Award. This pro bono newsletter has also been widely credited with greatly aiding the firm's recruiting of lateral partners, lateral associates and law school students, many individuals citing the firm's commitment to pro bono as a primary motivating reason for joining the firm.

The editorial process in creating each issue of The Heart of the Matter involves the efforts of dozens of employees and attorneys year-round. Under the editorial leadership of Theresa Jaffe and editorial guidance of Public Relations Manager Darryl Van Duch, Marketing Specialist Kevin Blasko works with a team of marketing professionals and attorneys to identify, research and describe all pro bono and public service news relating to the firm during the course of the year. After intense editorial review and attorney approval, this team posts the summary stories on the firm's Web site.

From these online compilations, Kevin and Darryl subsequently create a proposed game plan for each issue consisting of the best stories and photographs appearing on the firm's Web site. Great care is given to selecting stories for their interest, impact and variety to the diverse audience it reaches. Stories involving the firm's cutting edge litigation efforts and involvement in complex transactional matters on behalf of indigent or nonprofit clients are interwoven with attorney profiles, awards and other public service efforts. The resulting story list, page layout and publishing timetable is submitted to Pro Bono Committee Co-Chairs Barry Levenstam and David DeBruin for their review and approval.

Upon securing that approval, assignments are made to various members of the firm's Marketing Department for further research, interviews, writing and editing. Each story may undergo numerous rewrites before finally being set in print. Several additional and stringent edit cycles are typically imposed on the copy and graphics from various perspectives: among them, accuracy, completeness, readability, insight, impact, balance and fairness. Very often, original or additional photography or graphics are created and/or purchased.

No article goes to press without the review and approval of every attorney mentioned, quoted and/or pictured therein; typically this approval process involves 50 or more attorneys.

Once this editorial and elaborate approval process is completed, the draft newsletter is submitted to the Pro Bono Committee Co-Chairs, as well as the Managing Partner, for final review and approval. The approved printed version is then sent to an outside vendor for printing, page proofs and ultimate production and distribution as noted above.

The result, the firm believes, is a newsletter that captures Jenner & Block's remarkable commitment to public service and effectively relays this message to the world in diverse and unique ways.

Many firms talk about diversity and feature it prominently on their Web sites. Jenner & Block lives diversity, and marketing plays a major role in conveying the breadth of their commitment. Their newsletter Equal Time includes stories relating to the accomplishments of Jenner & Block's diverse attorneys; legal viewpoints from diverse attorneys and/or clients; the pro bono community services the firm provides on matters relating to women, minorities and the gay and lesbian community; and other issues of interest (see Graphic D, below.) The same methodical process described above goes into the creation of this newsletter. A recent issue of Equal Time focusing on LGBT Community Service contained articles relating to Jenner & Block's sponsorships in leading LGBT civil rights and community organizations and an article on Jenner & Block's LGBT Forum, one of several in-house affinity groups that has focused its networking and advocacy efforts on matters such as enhancing the firm's policies and benefits for LGBT attorneys and employees, recruiting LGBT attorneys and discussing firm support of local and national LGBT organizations.

Graphic D

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Sonnenschein Nath & Rosenthal LLP

Robyn L. Radomski, Chief Marketing Officer of Sonnenschein Nath & Rosenthal (http://www.sonnenschein.com/) launched a marketing strategy for 2006 that capitalized on the firm's Centennial Anniversary year by communicating to key audiences that this venerable law firm had reached this extraordinary milestone as a result of its long-standing commitment to 'Partnering for Progress' with its clients, and that it was launching its second hundred years with unrelenting resolve to retain its focus on its core values:

Quality, Dedication and Integrity.

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The centerpiece for the multi-channel informational campaign was a captivating 60-minute DVD (see Graphic E, above), now a key ingredient in the marketing pitches the firm prepares and disseminates. It also is a core element in Sonnenschein's recruiting program and new-employee orientation. This effort involved resurrecting and scrutinizing musty files and records and other sources of antiquity, including historical society records, photographs and memorabilia obtained from museums, newspaper libraries, social and business clubs, religious institutions, golf clubs, courthouses, real estate firms, clients and elsewhere. Some 200 persons, including present and former clients, retired and active lawyers and staff, were interviewed and videotaped. Family members, including members of the founding partners' families, were interviewed as well.

Other key elements of the campaign included: An overall Centennial plan, 2 years in the making; national and local news releases; street banners and flags appearing around or on buildings housing the firm's offices in most of its 10 cities; the bathing of the antennae atop the Sears Tower in Chicago with 'Sonnenschein Yellow' light (Sonnenschein in German means sunshine); a special Centennial logo that appears on all firm-produced materials, including stationery and brochures; the striking of a brass medallion for employees and friends of the firm; and creation of a Centennial Anniversary Web site and Commemorative annual review. Important civic contributions included the launching of significant educational projects in each of the firm's cities. The centerpiece of the firm's program, however, was the launch of Legacy Charter School, an elementary school that the firm has opened in an inner city Chicago neighborhood and in which scores of Sonnenschein lawyers and staff tutor, mentor and provide other assistance.

Another important element of the overall campaign is the creation of the Sonnenschein Scholars Program, an initiative providing $4000 summer stipends to 50 first-year students at 25 U.S. law schools over each of the next 5 years, to underwrite their participation in public service law projects. A special medal was struck to honor these awardees, too.

'100 Years of Partnering for Progress,' a DVD, premiered in early Feb. 2006 at the firm's Partners Weekend, before some 700 partners, key staff and their guests to a standing ovation. Following rave reviews from this critical and discerning public, Sonnenschein produced 2000 copies of it for distribution to clients, recruits and others.

In addition, the firm published a four-color annual review, entitled 'Commemorating 100 years of Partnering for Progress,' that featured photos of, and testimonials from, some 20 clients as well as a firm history timeline. More than 50,000 copies were distributed to clients, prospects and friends of the firm.

Every office held a special 100^th Year Birthday Party for its lawyers, staff and other friends of the firm, on or around the actual birthday, April 1.

Media coverage, especially relating to the creation of Legacy Charter School and other firm educational initiatives, has appeared in such publications as Forbes, Chicago Tribune, St. Louis Post-Dispatch, Los Angeles Times, Kansas City Star, Crain's Chicago Business, Chicago Magazine, Chicago Lawyer, National Law Journal and American Lawyer.

The campaign has produced favorable results. The DVD has received accolades from attorneys and staff, prospective recruits, clients, prospective clients, business, civic, cultural, political and educational leaders in the community, law schools, professional associations and the business and legal media.

Most marketing campaigns are difficult to evaluate in terms of return on investment. For a 700-member law firm determined to celebrate its Centennial Anniversary by giving back to the communities in which it has prospered and grown professionally, no such expectations existed. Still, the firm's clients have been made to realize that the firm has grown and continued to prosper for 100 years only by successfully serving the needs of its clients. In addition, the community has been made aware that the firm is helping thousands of young people achieve superior education in ways that would otherwise not have been available to them; and the same may be said for the 250 law students working at summertime public interest law projects. As the firm has indicated and I paraphrase: 'This ROI is priceless.'

Goulston & Storrs

The marketing efforts at Goulston & Storrs (http://www.goulstonstorrs.com/) are led by Director of Business Development, Beth Cuzzone, who has been at the helm for the development of some rather unique marketing initiatives.

First to Market

The objective here is to develop some 'out of the box' initiatives to stay ahead of the market in messaging as well as maintain 'top of mind' positioning among existing and prospective clients. The market is flooded with messaging and advertising from law firms so the firm tried to find ways to speak to their market. They decided to use advertising mediums that they believed were unque:

' Co-Branding. An innovative co-branding initiative with The Premium Club of the Fleet Center addressed the firm's need to 'stand out' in the market. In a first-of-its-kind collaboration between a law firm and a major sports/entertainment venue, the partnership inextricably links the Goulston & Storrs name with the exclusive special-access club. From signage to Web site to high end events, the club's new identity is clearly marked 'The Premium Club partnering with Goulston & Storrs.'

' Airline Commercial. The firm took its business development message to new heights (literally) with a commercial that ran on U.S. Airways shuttle Boston/New York/DC. Featuring clients and employees, the in-flight video delivered the firm's message to a new audience in an innovative way. An unexpected result was the project's teambuilding value. After production was complete, there was a cast party to unveil the final piece.

' Elevator Advertising Campaign. The firm launched an electronic advertising campaign via flat screen advertising in elevators. The screens deliver branded content ' national, local and business news, stock updates, weather forecasts, sports scores and more. This visual communication was available in office towers across North America, and in Boston and DC. The program won an award from the Massachusetts Innovation & Technology Exchange. By converting the firm's print materials to video stream, Goulston & Storrs has leveraged its advertising campaign in a dynamic medium. It is estimated that workers in office tower buildings take an average of six elevator trips per day, with the average trip being about 1 minute, 20 seconds ' that's an average of 48 impressions per person per day. That is truly a captive audience.

' TrueViews for Recruiting Ma-terials. Using Legal Insight, Goulston & Storrs was one of the first law firms to launch 10-minute audio interviews on its Web site. The firm asked their associates to give candid assessments of their experiences at the firm. There was no prompting and no 'dress rehearsals'

Goulston & Storrs University (GSU)

The Business Development Department launched GSU (see Graphic F, below). The goal of GSU is to communicate critical training messages across the entire firm population suing a diverse set of tools to communicate and reinforce essential skills and techniques. The challenge was to improve key skills, especially in sales and client service with a low-cost/no cost budget. By taking an integrated marketing approach to promote and support professional development efforts, Goulston & Storrs has greatly extended the reach and impact of the program by using push e-mails, tips, seminars taught by clients and internal professionals, talking points and reminders.

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Manatt, Phelps & Phillips

Manatt, Phelps & Phillips' (http://www.manatt.com/) marketing efforts are lead by their Director of Marketing, Susan Stone. The firm has created several unique marketing initiatives, including two that stand out.

Branding and Corporate Citizenship Program. The program 'Manatt Empowering D.C. Youth' (see Graphic G, below) was created for the Washington, DC office. Manatt selected three organizations whose values aligned with the firm's goal to expand the breadth of opportunities available to youth in the DC community.

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The firm believed that it was essential to reach out to organizations that focus specifically on DC residents and their needs. It is hoped that Manatt's contributions of time and money will act as potent investments in the most important resource to the country's future ' its youth.

Bright Beginnings provides child-care and therapeutic support around the clock during the work week to homeless families preparing to transition to permanent housing.

The D.C. Campaign to Prevent Teen Pregnancy is an advocate for research and additional healthcare services for adolescents in the nation's capitol.

The Fishing Program is a safe-haven for school-aged children in need of academic tutoring and life skills education. Over time these programs will brand Manatt in Washington giving visability to the firm's commitments to pro bono and community service.

Life@Manatt

The firm created a profile video that provides an engaging inside look at the firm, its people, work and culture. The primary target audiences were recruitment prospects for both attorneys and staff. In some cases, the video will be used with clients to provide background on the firm's unique internal culture and values. The goal of the video was to present Manatt as a firm with a different approach from other large successful law practices. Manatt is driven by a strong culture that balances work achievement with personal satisfaction and opportunities for personal and professional growth. The challenge was to both speak and demonstrate the firm's culture in a way that is both highly credible and relevant to the target audience. For the firm, it was imperative that the video articulate the key values driving Manatt and demonstrate that the firm understands the values that its recruits (both attorneys and staff) are seeking in their careers. The video was built around three principal communication points that collectively describe and define the unique Manatt business environment:

• People. The quality of the people working at the firm, the importance of diversity and the focus on professional growth and personal satisfaction.
• Work. Outline Manatt's range of legal practice areas, in-house consulting division, national reach and selected clients and industries
• Culture. A culture of excellence driven by attention to the whole person with an emphasis on work/life balance.

It was important that the video also demonstrate that Manatt is aware of, and sensitive to, the things that their prospective attorneys and staff are seeking in building their career:

• Challenges. Environment that provides consistent opportunity to grow and develop skills and deal with new challenges;
• Meaningful work. Range of legal practice areas, industries and clients to engage in work that is satisfying, high impact and engaging;
• Merit-based promotion. A culture that values and recognizes individual effort, insight and contributions; and
• Personal growth. Opportunities to find satisfying work experiences and build a life where professional effort and personal time are in balance.

To effectively communicate the unique culture and business environment within Manatt to the target audiences, the video had to tell the story through interviews with senior partners, attorneys and staff covering their perspective on the quality of their work experience at Manatt. The firm also wanted to demonstrate the experience through short anecdotes that underline and demonstrate how the Manatt approach is different from other firms. Most importantly for Manatt, the firm wanted to draw the audience in and give them a sense of what it is like to work at Manatt and understand what makes the firm a unique and satisfying experience. The video has been posted on the firm's Web site under the careers section and has been burned on to DVDs that are distributed at college campus recruiting events and in our recruiting brochures.

Until Next Year

Well, my work is complete ' at least for this year's MLF 50. I am pleased that marketing, business development and media programs are thriving and becoming an integral part of the face of today's law firms. We need to keep moving the agenda forward. As a pioneer in law firm marketing, I have always believed that marketing, when done right, can be a powerful presence. The firms on this year's list reinforce my beliefs and each one of them should feel very proud of all their achievements.

Stats

Among the 50 firms that appear on this year's list, 19 are appearing for the first time. Among last year's unranked firms (firms where extensive research indicated a commitment to marketing but did not provide enough information for ranking), eight firms now appear in the rankings, and three of those are in the top 10. There are three firms that do not appear in the AmLaw 200, one of which appears in the top 10. Of the 50 firms that appeared last year, 19 firms do not appear on this year's list. Of those 19, nine were ranked and 10 were unranked.

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Click here to download the MLF 50 list in PDF format.