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

To see the full MLF 50 list, click here.

This was a different kind of a year in law firm marketing and communications. Frankly speaking, many firms were doing a lot less visually, but a lot more in actually developing new business and nurturing existing business through the creation of client service programs, utilization of technology, sales initiatives ' yes, the 's' word figures into some of the programs' successes ' and outreach. The marketing and communications strategies were well thought-out and implemented in a way that assured management that there was indeed a return on investment. The firms that made this year's list achieved their rankings based on how they 'measured up' in terms of satisfying the criteria. In addition, one other factor played into the decision-making process. The firm's revenue was taken into consideration. Revenue is one of the ways to measure a successful marketing and communications program. I'll give you the benefit of the doubt for years one and two because I know for a fact that it takes time to build a program, but if your revenues move down measurably on the AmLaw 100/200 chart, something isn't clicking.

Once again, many firms provided detailed descriptions of their marketing, business development and communications programs. Some of the firms that are listed provided little or no information. As with past practice, for these firms, extensive research was conducted. Still others provided submissions, but for one reason or another, these did not rise to the level that would warrant inclusion on the list. One other factoid: In this particular article, there are no visual communication pieces featured within the text. While the advertising and visual communications programs play an important part in obtaining that 'street cred,' this year, visualization and ad campaigns were not at the core of the rankings.

At this point, the criteria for inclusion on the list are usually provided. However, this year I think it is fair to say that most of our readership has either seen the criteria in print, or has received e-mails from Law Journal Newsletters announcing the MLF 50 competition. Therefore, on to the Rankings!

Number One: Proskauer Rose

Under the leadership of Chief Marketing Officer Joseph Calve, who joined the firm in October 2005, Proskauer Rose ranks number one on this year's list. While the firm has always been considered a 'powerhouse' of talent, it has truly become a different firm and that's because of Calve and his team of marketing, business development and communications professionals who have taken it to the 'next level.'

The Business Development Depart- ment has built tremendous credibility within a very short time. It's not surprising that this team is heavily engaged in strategy at all levels, including:

• Individual business planning;
• Lateral acquisitions (more than 40 partners in two years);
• Geographic expansion (London and Brazil in 2007; Asia in the works);
• Practice Group Protocol ' this is designed to drive strategic planning discipline across the firm;
• Long-term strategic planning (with Peter Zeughauser); and
• Annual business and marketing planning.

Proskauer faced the same difficulties as other firms in measuring the impact of what it did and why it did it, but under Joe Calve and with the support of the firm's leadership, it has made great strides. For example, the firm spends large sums on sponsorships and events, but until last year, it tracked nothing. Now, the firm systematically gathers specific objectives from partners on the front end and conducts extensive debriefing sessions on the back end, capturing and deploying the info and issuing it to improve what they do and to make resource allocation decisions.

The firm also tracks every pitch and RFP and reports that information to the firm's leadership in a weekly pitch report, constantly doubling back to track results. The firm also has a system for tracking impact of media efforts. This level of disciplined tracking requires time and diligence, but it's worth the effort as Proskauer is seeing steady improvement in the effectiveness of its efforts. One measure of the success of its tracing is the firm's willingness to continue investing heavily in business development ' almost doubling the size of the staff and more than tripling marketing spending, which had been well below industry standards and not where it should have been.

Currently, Proskauer's marketing staff stands at 42 people, with personnel spread across six offices. The staff includes:

• CMO;
• Director of Marketing & Communication;
• Eight business development managers and six biz-dev coordinators;
• Two research managers, including a CI specialist;
• Creative Director and six designers;
• Two database managers and two data stewards;
• Two events managers, a sponsorship manager and an events coordinator;
• Project Manager;
• Pitch Manager and coordinator;
• Communications Manager and four- person support team;
• Alumni Manager;
• Client Development Manager; and
• Department Administrator.

Business development has been the firm's primary focus. Proskauer has built a terrific senior staff and they have won over the partners. The team has launched a coaching program, and has conducted extensive educational sessions on managing a sales pipeline. Everyone is working hard to show the firm's attorneys why highly targeted and systematic business development efforts succeed. In a rather brilliant move, Calve purposely has not hired a director of business development, and manages the function himself. In addition, a Sales Coaching program for partners has been instituted, utilizing outside professionals working in conjunction with the business development team. Add to that an associate development program series that debuted with a client/alumni panel moderated by Calve.

In the client service arena, Proskauer has reigned supreme as it has identified client teams, dedicated client program mangers, conducted client survey and account reviews, and done intensive research into client needs ' all with measurable results.

Proskauer manages all of the firm's internal and external communications. Key initiatives include:

• Re-engineering the internal comm- unications platform;
• Posting daily firm news on the Intranet;
• Launching a firm-wide newsletter, Proskauer Now;
• Drafting all Executive Committee messages and all the Chair's written communications and speeches;
• Creating advertising that ties to the firm's strategic growth goals and leverages key messages;
• Strategically planning client events with follow-up;
• Targeting direct-mail programs to clients/prospects/alums ' newsletters, client memos, announcements, invitations;
• Creating an annual report different than anything attempted before;
• Establishing pro bono review; and
• Recruiting materials.

Calve, a long-time journalist, leverages his contacts in a variety of ways. For example, the firm has conducted briefings with editors of key legal publications; meets regularly with all London legal media; and has conducted briefings with the legal staff of The Wall Street Journal. The success of these endeavors is measured through a quarterly report that tracks placements through a client-focused ranking system. This has proved to be a successful formula.

There is also a plethora of activities going on at Proskauer in connection with visual communications and technology, including:

• Commitment to a firm-wide re-branding campaign (ROI);
• Interim redesign and re-branding in place;
• Award-winning 'green' and diversity campaigns;
• Collateral redesign;
• Electronic communications branded to the firm, practices, and administrative departments;
• PowerPoints branded to internal and external audiences, including a presentation to lateral recruiters that had successful and measurable ROI in Boston and Los Angeles;
• An alumni Web site and program;
• Documentation of the management system to provide for fluid content management for targeted pitches and proposals and to better capture information on the firm's deal and matters;
• A client/contact relationship management system;
• A privacy law blog; and
• An international practice e-book.

The future looks bright at Proskauer, as it is developing new firm-wide external and internal Web sites.

Last, but certainly not least, is Proskauer's outreach, which ties in to its business development efforts, including its Executive Women's Network; CLE program for women executives with 100% of proceeds and a matching 100% firm donation tied to October Breast Cancer Awareness programs; and a pro bono externship program.

As anyone can plainly see, Proskauer Rose has demonstrated that a well-thought-out marketing and communications program can succeed when there is a plan, it is implemented, it is monitored, and it is well received. Proskauer 'rocks'!

 

Number Two: Goodwin Procter

Goodwin Procter has been heralded as one of the nation's AmLaw 100 success stories for its strategic vision and the tactical execution of its overall plan. In 10 years, it has grown from a (primarily) single office of several hundred attorneys based in Boston to a firm of 850 attorneys with offices in eight locations nationally. Its New York office is now the 25^th largest on a non-New York headquarter law firm in that city, and its Washington, DC, office has just hit the 100-attorney mark. In 2007, the firm ranked 47 on the AmLaw 100, breaking into the top 50 for the first time.

In 2006 and 2007, the firm moved west and opened five offices in California in an 18-month period, culminating a strategy that envisioned a bi-coastal powerhouse serving clients nationally from two coasts. Similar to its strategy on the East Coast, the firm has grown primarily in California through lateral hiring and organic growth, which has ramifications for its marketing strategy as well as other initiatives.

In the past year, led by Chief Marketing Officer Anne Malloy Tucker, the firm's primary marketing, business development and communications objectives have been 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:

• Build the Goodwin Procter brand. FY08 will mark the year in which the firm drives the implementation of its positioning platform, nationally executing the work it has developed together with Lippincott Mercer. Consistency and alignment across offices, departments, functions and practices will be a key part of the success of this initiative, and each department member will play a key role in the implementation of Phases 2 and 3.
• Communicate the Goodwin Procter story ' externally. In FY08, this will continue to be a primary Department objective, and will encompass a refocused public relations effort, strategic external communications, and proactive positioning of key spokespeople. The firm will aggressively market and position itself and its leadership.
• Communicate the Goodwin Procter story ' internally. Effectively telling the firm's story depends upon clear firm-wide communications, avenues for two-way dialogue, and a commitment to an inclusionary process firm-wide. The iNet will be a critical tool as the firm develops internal communications processes.
• Help lead the firm's national expansion. FY08 will be a key year in the transition to a truly bicoastal firm. The plan calls for focusing on the growth and integration of the West Coast offices, while balancing support to New York, Washington, DC, and Boston. It revises existing systems and develops new ones to support this national growth, while supporting and leveraging the New York office move.
• Drive 'firm-first' behavior. This means supporting firm-wide integration efforts at all levels, and embracing 'firm-first' behavior that helps break down geographic barriers. It underscores the firm's market-facing strategy; being mindful of ' and sensitive to ' behavior that might be construed as 'office-centric.'
• Establish market dominance through client service initiatives and practice expansion. This ensures alignment of the firm's marketing resources to support Goodwin Procter's overall strategic objectives, including priority support for its key clients, areas of strategic focus, and incubators.
• Foster innovation. Embracing new and creative ideas and working to position the firm as a leader in this area; supporting and using new technologies, and identifying eternal means of positioning and promoting the firm as an innovative leader.
• Support identified 'mission-critical' objectives cross-department. For FY08, these will include support for lateral hiring efforts, recruiting efforts, diversity initiatives, and pro bono and alumni relations activities.
• Think globally. Continuing to broaden the firm's horizons in terms of an international presence. This includes supporting the firm's International Task Force, and practice-specific international and cross-border initiatives.
• Support fellow members of the Marketing group. Teamwork is a core value ' and counts.

Measuring the firm's marketing/ business development success, and investment is achieved in a number of ways:

• Client feedback/client satisfaction/ expansion of client relationships (as measured by increased services provided, positive feedback and research results);
• Market share and growth of market share (as measured by progress on data-based ranking lists);
• Direct return on specific investments (a campaign or discrete project, tracking systems);
• Investment in the firm's people (promotions within the group, inter-office transfers, low turnover); and
• Financial performance of the firm and related metrics (by the numbers).

In each of these categories, there are hard data indicating that the firm has excelled in each of these categories, i.e., the growth of client relationships, increased market share, controlling, managing and measuring marketing investments, focusing on people issues, and having 10 years of continued growth across revenue and profitability measures.

Technology is an integral component of nearly all of the firm's marketing, communications and business development initiatives. The marketing department, and the firm, has long been at the forefront of innovation and technological advances as part of its day-to-day practice.

The marketing staff is very tech savvy with specialists in InterAction and Web technologies, and an on-staff Web master. Many members of the department are versed in the use of Web authoring tools like Front Page or Dreamweaver, using them to create HTML pieces like internal newsletters.

Goodwin Procter was featured as one of CIO magazine's Top 100 companies for technology usage in its 20^th annual awards issue. In addition, for the past three years, the firm has ranked in the top 10 firms for technology in The American Lawyer's annual mid-level associate satisfaction survey. The firm was one of the early (2001) ' and it believes most successful ' adapters of a firm-wide CRM system. Marketing drove its implementation, and several years after the launch, the firm hired its national account manager from Interface Software as its first business development manager. Goodwin Procter rolled out its 'matters pages' initiative in 2003, which moved the tool from a marketing database to a robust client matter support system.

The firm's successful use of InterAction as a CRM tool is due, in large measure, to the Marketing Department's broad purview in its implementation. By bringing together a multidisciplinary team that included IT and KM, with marketing as the business-owner, far greater participation was assured. To date, almost 100% of the firm's attorneys participate in the InterAction database as either a contributor or consumer of information. To date, the firm's lawyers have contributed over 350,000 contacts to the system, with over 40% of those classified and on marketing lists. In addition, as a result of the firm's rapid growth, nearly 40,000 contacts have been added in the last year alone.

Each year, the firm provides its public company clients with a login and password to a Year-End Tool Kit Web site that contains materials to assist them as they prepare for their year-end reporting and annual meeting season. Posting the materials on a Web site allows the firm to quickly distribute new and updated materials to clients. The same clients are also informed of updates to the site via e-mail blasts using Tikit. Goodwin Procter has also distributed preview CDs of the Year-End Tool Kit at conferences, such as the Directors Forum, to market the availability of this resource.

The firm has developed several micro-sites for various events, like the Directors Forum and the Clean Energy event. Practice areas have been encouraged to host Webinars in addition to traditional conferences. Webinars have been able to better connect to a wider target audience, and are able to highlight the expertise of attorneys nationally without the firm having to incur travel expenses. In addition, the Webinars have been extremely effective as aids in monitoring traffic and behavior (log in/out times, etc.).

A Content Management System (CMS) allows the firm to distribute content authoring among the Marketing team, even across various offices. Within the next month, the firm will be launching a new Enterprise CMS, Sitecore, that will allow it to distribute authoring not only among the Marketing team, but also across multiple departments in the firm.

The 'Marketing Only Page' is a team site area where Marketing posts checklists, process instructions and how-to tip sheets, as well as other shared materials. This area ensures that Marketing team members in all offices are communicating in a consistent manner. Marketing continues to build this area, looking at possibly using wikis or other team collaboration tools that would allow them to manage and maintain individual projects more efficiently.

 

Number Three: Duane Morris

Duane Morris Chairman Sheldon Bonovitz has publicly stated that marketing is key to the firm's financial success. Chief Marketing Officer Ed Schechter, who was recognized as 'Marketing Director of the Year' in the 2007 Hubbard One Excellence in Legal Marketing Awards, has created a team-oriented, ego-suppressed approach that has become ingrained with the partners. To extend even deeper into the firm, Schechter's managers launched formal business development training for associates this year, focused on developing individualized business plans, and coached the associates on relationship building and closing the deal.

Activity for activity's sake has no place in Schechter's program. The mantra of ROI maximization is not just lip service. Evaluating the likelihood of success of every project is not only required, it's systematized. Duane Morris has created decision matrices for existing and new client pursuits, marketing sponsorships and media opportunities to measure the strength of the opportunity. Each decision matrix informs the discussions with partners, eliminating subjective 'just do this' directives in favor of strategic partnering to maximize both marketing and partner time. Post-activity ROI evaluation tools are used to critically ascertain if the investment provided the expected results. Even 'lost' opportunities are used to build the knowledge base, with strategic pursuits that the firm does not win being reviewed and captured to enable the team to learn from any shortcomings, and to be poised in the wings should the prospective client have a future need.

Long viewed as among the technological pioneers in the industry, Duane Morris has consistently utilized the latest technology in its marketing and business development efforts. The firm was an early adopter in providing its alerts and updates via RSS feeds, and was among the first large firms to produce podcasts. The firm's Webinars enable clients and contacts from around the world to participate in live, attorney-led information sessions without leaving their offices. Duane Morris' Web site has more than 6,000 content-rich Web pages, and according to the firm, independent audits have rated it as 'incredibly good' in terms of visitor traffic. The site's integrated, database-driven content management system generates entire sections, enabling staff to enter new content or data once and have it appear in many areas of the site instantly.

When Harvard Business School made Duane Morris' innovative approaches the subject of a case study, it cited the firm's use of LexisNexis' InterAction-based CRM technology. The firm pushes out alerts, articles, invitations and other enticements to more than 100,000 executives and decision-makers every month using Reaction Server technology. The firm maintains a massive database (500,000 contacts and counting) through the efforts of a dedicated team of data stewards and an automated Contact Verifier that help keep all of those names and addresses up to date.

Targeted business development efforts also benefit from Duane Morris' dedication to technology. Thanks to the firm's integration of ContactNet enterprise relationship management software with its InterAction database, the firm is able to uncover relationships that its 600-plus attorneys might not eve realize. The systems work together to 'rank' relationships using algorithms that consider dozens of variables, including e-mail traffic patterns, to show who knows whom, how well they know each other, and if their communication has been recently increasing. The combination of technologies gives the firm leads upon which attorneys may benefit from teaming on particular pitches, and is especially useful in ramping up newly joining attorneys by revealing who they know in common with their new partners and their clients.

Duane Morris' marketing technologists are so adept at strategic vision and technological execution that LexisNexis, ContactNet, Mondaq and others rely on them as development partners to help envision and define their product enhancements, which are then rolled out to other law firms. Recently, LexisNexis has been working with the firm to help refine its Competitive Intelligence Web interface atVantage. Duane Morris' Marketing staff helps by 'test driving' new features, using them in real-life business development pursuits, and working with the vendor's developers to determine functionality that would make the technology even more powerful. Most recently, Schechter's team worked with atVantage and InterAction to map the firm's top 10,000 clients to specific industry types, helping his staff better focus its resources and frame the firm's lawyers as advisers to specific industries (as many clients desire) as opposed to legal discipline-oriented service providers (as traditional lawyers often view themselves). Schechter's team has a similar advisory relationship with proposal automating innovator Pragmatech, facilitating its entr'e into the legal world and helping it focus its offerings to fit the very specific needs of RFPs for legal services.

When the marketplace does not offer solutions to the firm's needs, Duane Morris develops technology solutions itself. For example, after Schechter identified that details of the firm's cases and transactions were key to leveraging the firm's strengths in business development efforts, the firm created a representative matters database that gives attorneys and staff the ability to access descriptions of more than 5,300 matters, searchable by practice, attorney, industry and a dozen other criteria. The database continues to grow by giving every attorney the ability to easily add information on his or her latest matters by using a Web interface.

Last year, BTI research reported that Duane Morris was a 'major player' in terms of client focus. Now in place for several years, the firm's Client Satisfaction Interview program has taken root to such an extent that partners not only support it, but also frequently request that Schecter's managers conduct in-depth interviews with clients, focusing on service quality and attorney performance.

Duane Morris' Marketing and Business Development professionals are an integral part of the firm's community outreach, pro bono activities and diversity initiatives. The firm's full-time Pro Bono Counsel has partnered with the Marketing Department to promote the growing program. Marketing's writers capture the stories of the firm's pro bono efforts and feature them on the Web site. They also create and distribute internal electronic communications aimed at encouraging participation in the program, and have supported the development of a portal on the firm's Intranet that shares information on pro bono opportunities and helps put lawyers together with those in need.

The most exciting new development regarding community outreach, according to Schechter, is the Duane Morris Leadership Award. The brainchild of Senior Media Relations Manager Joshua Peck, the award will be presented to individuals dedicated to providing a powerful, positive influence on local and global communities. The award, together with a generous charitable contribution, will be given annually to a worthy and recognized leader in one of Duane Morris' cities. Diversity is a strongly weighted consideration in the selection process.

In 2007, the inaugural Leadership Award was presented to Rev. Gloria White-Hammond, M.D., an inner-city pediatrician and pastor whose social outreach programs in Boston include mentoring services and a creative outlet for at-risk girls. Globally, she works to eradicate slavery and genocide in Sudan and to improve conditions through various programs. As part of the award, Duane Morris is giving $25,000 to help build a school for girls in the village of Akon in Darfur.

Once again, Duane Morris demonstrates that it is at the top of its game in the areas of marketing, business development and communications.

 

Number Four: Ropes & Gray

Just three short years ago, Ropes & Gray's marketing and business development efforts were modest at best. The firm had been such a dominant brand in New England, it was felt that no meaningful marketing efforts were needed to attract great clients. However, with the 2004 arrival of the firm's first Chief Marketing Officer, Jim Durham, Ropes & Gray sent a strong signal that marketing had become a top priority. By embracing a more aggressive approach to marketing and business development, Ropes & Gray has grown into a truly national firm, now with several leading national practices competing with the nation's top firms for the best work.

The firm has grown its marketing and business development team dramatically in areas aligned with its strategic objectives, and the results have been tangible, both internally and externally. (At Ropes & Gray, the Marketing Department has primary responsibility for internal communications.) The firm has achieved those results in large measure through the innovative and efficient use of technology.

For example, Ropes & Gray has used electronic video to great effect. Its 'Unscripted' videos, which can be launched from the firm's home page, feature associates discussing a variety of matters from training and teamwork to work/life balance. Employing a relaxed, informal approach, the videos are a valuable recruiting tool. In addition, they signal to existing and prospective clients that the firm has a singular focus on getting great results for clients with a cooperative service approach. The videos have received favorable mention in The New York Times and in several ALM publications, including the National Law Journal.

Internally, the firm has utilized digital videos for training sessions and to capture special events, such as a firm-wide ceremony recognizing the achievements of standout staff members. Much of this material is then used to populate the firm's internal Web site, which was redesigned this year under Marketing's direction. Also, the group uses video e-mails (V-Brick technology) to announce significant developments to attorneys and staff, such as the move to new Manhattan offices, and updates on the opening of the firm's Tokyo office. In addition, Ropes & Gray has developed audio-enhanced PowerPoint presentations and deployed them via e-mail to deliver a variety of communications relating to firm events and developments.

The firm's Marketing team has developed a Cross-Selling Portal that gives its attorneys a wealth of information about its practices and client teams, along with tools to help the lawyers succeed in their cross-selling efforts. These tools include, for example, an audio presentation that Durham recorded on the 'why' and 'how' of effective cross-selling. The group also developed a Web-based work site to allow for collaborative project management and better information flow. The internal newsletter, RopesMatters, is a monthly e-publication that balances practice-area features and noteworthy successes with human interest, recruiting and other areas. Before RopesMatters, there were no systematic 'push' communications (other than basic e-mail) to keep the firm's internal audience informed about important developments. Now, with open rates exceeding 80% across the firm, RopesMatters has raised internal communication to a new level.

Externally, the firm produces a monthly teleseminar, the 'IP MasterClass,' in which a Washington, DC, IP partner leads a Webcast discussion of topical IP matters. The teleseminars, which attract hundreds of listeners, have resulted in new business for the firm. In addition, Ropes & Gray has substantially improved the process by which it drafts and distributes electronic client alerts. Previously, alerts were 'quasi-law review articles distributed long after the underlying event,' says the firm. Now, they are tight, timely and tailored to a sophisticated business audience. They have resulted in media inquiries and are a terrific venue for the firm's thought leadership.

In terms of business development, Ropes & Gray recognizes that partnering with its clients means meeting a high standard for service, cooperation and communication. Through its client team initiative, the firm brings fresh, creative ideas to its work and client relationships.

Ropes & Gray's business development team has implemented new intake and tracking procedures for RFPs, assisting the lawyers not only in preparing responses, but also in developing strategy and presentations. This group also developed a portal to give more key people throughout the firm (lawyers and administrators) access to relevant presentation content. The firm has seen a measurable increase in RFP success. In addition, the business development team has implemented new training programs for lawyers at all levels, with the newest focused on 'Knowing the Client's Business' for senior associates.

Ropes & Gray has used the firm's Intranet to great advantage to improve processes in a number of areas. The firm has an electronic process to update online biographies, allowing secretaries to perform updates quickly and efficiently. There is also a 'one-stop shop' for RFPs. The Proposal Center represents a vastly improved approach to this critical function.

The Marketing Department streamlined the sponsorship and charitable giving process across the firm, creating greater accountability and monitoring capability. The group also created new intake data-capturing technical methodologies to help provide critical information in support of strategic marketing and practice group planning.

Finally, an important CMO function at Ropes & Gray is conducting client interviews. Durham has met with many of the firm's key clients, and he works closely with the Managing Partner and Chairman in connection with their client visit preparation. The client interviews, performed at no cost to the client, routinely produce provocative, highly useful feedback that gives the firm invaluable insight into improving its approach to client service.

 

Number Five: Thompson Hine

To begin with, it must be noted that Thompson Hine's Director of Business Development, Alvidas Jasin, gets a special nod for 'most creative method of presenting a submission to the MFL 50.' Not only did Jasin provide me with a detailed binder of materials, which the other firms did as well, but what struck me the most was the way he presented his essay. Yes, I received a written version, but I also was smiling when I received a digital voice recorder complete with an audio presentation by Jasin himself. How creative! That is not, however, why the firm ranks the Number Five spot.

Thompson Hine has embarked on an extraordinary journey into the world of business development and sales that encompasses so many aspects that it would be difficult to list them all. However, here are some of the things the firm has done:

• Reorganized itself from an office-centric, reactive, marketing-focused organization to a practice-centric, strategic, sales-focused firm.
• Created professional collateral and proprietary tools to reduce the administrative burden on the business development department, and enable more time for managers to focus on strategic activities. Among these tools is a 'bio generator' ' a one-source single database of all lawyer data, which feeds to an MS Word customer application that is available for printing and editing by all personnel. Another is an internal online database, the 'Thompson Hine Merchandise Store,' which lists all of the firm's merchandise (apparel, giveaways, etc.) that can be ordered by filling out a form.
• Developed and launched a formal sales process with more than 30 proactive sales teams, resulting in several new significant client wins each year.
• Conducted the firm's first client satisfaction survey with 50 key clients surveyed in 2003; 100 clients in 2006. Improved overall client satisfaction significantly; more than double for client service teams.
• Conceived and launched a 'Premier Client Program' for the firm's largest clients.
• Conducted two Premier Client Summits; significantly enhancing the relationship between the firm's largest clients and the Managing Partner.
• Developed and launched a firm-wide Client Service Excellence program, including a formal Client Service Pledge, service standards, and associated training.
• Launched a comprehensive, continuous Business Development Training Program for all associates, with 93% participation and high ratings in Vault.com and other associate surveys.
• Worked on more than 600 proposals/pitches in 2006 (at press time, the firm was on track to do more than 700 in 2007), improved the win rate by 20 points to nearly 70%.
• Created and launched a comprehensive online searchable database of firms' legal specialties to aid in cross-selling and matter staffing. This is an online survey and search tool that catalogs all specialties and industry experience for attorneys and legal assistants.
• Created an alumni database that includes 30 years of alumni. The future of this database will include several applications.

Jasin proudly points out that all of the above were achieved without increasing the budget or the head count.

 

Conclusion

So there you have it, the Top Five firms on this year's list. In future issues, we will highlight other firms from the rankings that deserve outstanding recognition.

To see the full MLF 50 list, click here.

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Elizabeth Anne 'Betiayn' Tursi is the Editor-in-Chief of this publication, and a principal of Tursi Law Marketing Management. Ms. Tursi focuses on helping law firms attain and sustain market share by developing successful marketing, business development and communications programs. She also works with public companies in the creation of programs designed to partner with law firms for the purpose of promoting good will.

 

To see the full MLF 50 list, click here.

This was a different kind of a year in law firm marketing and communications. Frankly speaking, many firms were doing a lot less visually, but a lot more in actually developing new business and nurturing existing business through the creation of client service programs, utilization of technology, sales initiatives ' yes, the 's' word figures into some of the programs' successes ' and outreach. The marketing and communications strategies were well thought-out and implemented in a way that assured management that there was indeed a return on investment. The firms that made this year's list achieved their rankings based on how they 'measured up' in terms of satisfying the criteria. In addition, one other factor played into the decision-making process. The firm's revenue was taken into consideration. Revenue is one of the ways to measure a successful marketing and communications program. I'll give you the benefit of the doubt for years one and two because I know for a fact that it takes time to build a program, but if your revenues move down measurably on the AmLaw 100/200 chart, something isn't clicking.

Once again, many firms provided detailed descriptions of their marketing, business development and communications programs. Some of the firms that are listed provided little or no information. As with past practice, for these firms, extensive research was conducted. Still others provided submissions, but for one reason or another, these did not rise to the level that would warrant inclusion on the list. One other factoid: In this particular article, there are no visual communication pieces featured within the text. While the advertising and visual communications programs play an important part in obtaining that 'street cred,' this year, visualization and ad campaigns were not at the core of the rankings.

At this point, the criteria for inclusion on the list are usually provided. However, this year I think it is fair to say that most of our readership has either seen the criteria in print, or has received e-mails from Law Journal Newsletters announcing the MLF 50 competition. Therefore, on to the Rankings!

Number One: Proskauer Rose

Under the leadership of Chief Marketing Officer Joseph Calve, who joined the firm in October 2005, Proskauer Rose ranks number one on this year's list. While the firm has always been considered a 'powerhouse' of talent, it has truly become a different firm and that's because of Calve and his team of marketing, business development and communications professionals who have taken it to the 'next level.'

The Business Development Depart- ment has built tremendous credibility within a very short time. It's not surprising that this team is heavily engaged in strategy at all levels, including:

• Individual business planning;
• Lateral acquisitions (more than 40 partners in two years);
• Geographic expansion (London and Brazil in 2007; Asia in the works);
• Practice Group Protocol ' this is designed to drive strategic planning discipline across the firm;
• Long-term strategic planning (with Peter Zeughauser); and
• Annual business and marketing planning.

Proskauer faced the same difficulties as other firms in measuring the impact of what it did and why it did it, but under Joe Calve and with the support of the firm's leadership, it has made great strides. For example, the firm spends large sums on sponsorships and events, but until last year, it tracked nothing. Now, the firm systematically gathers specific objectives from partners on the front end and conducts extensive debriefing sessions on the back end, capturing and deploying the info and issuing it to improve what they do and to make resource allocation decisions.

The firm also tracks every pitch and RFP and reports that information to the firm's leadership in a weekly pitch report, constantly doubling back to track results. The firm also has a system for tracking impact of media efforts. This level of disciplined tracking requires time and diligence, but it's worth the effort as Proskauer is seeing steady improvement in the effectiveness of its efforts. One measure of the success of its tracing is the firm's willingness to continue investing heavily in business development ' almost doubling the size of the staff and more than tripling marketing spending, which had been well below industry standards and not where it should have been.

Currently, Proskauer's marketing staff stands at 42 people, with personnel spread across six offices. The staff includes:

• CMO;
• Director of Marketing & Communication;
• Eight business development managers and six biz-dev coordinators;
• Two research managers, including a CI specialist;
• Creative Director and six designers;
• Two database managers and two data stewards;
• Two events managers, a sponsorship manager and an events coordinator;
• Project Manager;
• Pitch Manager and coordinator;
• Communications Manager and four- person support team;
• Alumni Manager;
• Client Development Manager; and
• Department Administrator.

Business development has been the firm's primary focus. Proskauer has built a terrific senior staff and they have won over the partners. The team has launched a coaching program, and has conducted extensive educational sessions on managing a sales pipeline. Everyone is working hard to show the firm's attorneys why highly targeted and systematic business development efforts succeed. In a rather brilliant move, Calve purposely has not hired a director of business development, and manages the function himself. In addition, a Sales Coaching program for partners has been instituted, utilizing outside professionals working in conjunction with the business development team. Add to that an associate development program series that debuted with a client/alumni panel moderated by Calve.

In the client service arena, Proskauer has reigned supreme as it has identified client teams, dedicated client program mangers, conducted client survey and account reviews, and done intensive research into client needs ' all with measurable results.

Proskauer manages all of the firm's internal and external communications. Key initiatives include:

• Re-engineering the internal comm- unications platform;
• Posting daily firm news on the Intranet;
• Launching a firm-wide newsletter, Proskauer Now;
• Drafting all Executive Committee messages and all the Chair's written communications and speeches;
• Creating advertising that ties to the firm's strategic growth goals and leverages key messages;
• Strategically planning client events with follow-up;
• Targeting direct-mail programs to clients/prospects/alums ' newsletters, client memos, announcements, invitations;
• Creating an annual report different than anything attempted before;
• Establishing pro bono review; and
• Recruiting materials.

Calve, a long-time journalist, leverages his contacts in a variety of ways. For example, the firm has conducted briefings with editors of key legal publications; meets regularly with all London legal media; and has conducted briefings with the legal staff of The Wall Street Journal. The success of these endeavors is measured through a quarterly report that tracks placements through a client-focused ranking system. This has proved to be a successful formula.

There is also a plethora of activities going on at Proskauer in connection with visual communications and technology, including:

• Commitment to a firm-wide re-branding campaign (ROI);
• Interim redesign and re-branding in place;
• Award-winning 'green' and diversity campaigns;
• Collateral redesign;
• Electronic communications branded to the firm, practices, and administrative departments;
• PowerPoints branded to internal and external audiences, including a presentation to lateral recruiters that had successful and measurable ROI in Boston and Los Angeles;
• An alumni Web site and program;
• Documentation of the management system to provide for fluid content management for targeted pitches and proposals and to better capture information on the firm's deal and matters;
• A client/contact relationship management system;
• A privacy law blog; and
• An international practice e-book.

The future looks bright at Proskauer, as it is developing new firm-wide external and internal Web sites.

Last, but certainly not least, is Proskauer's outreach, which ties in to its business development efforts, including its Executive Women's Network; CLE program for women executives with 100% of proceeds and a matching 100% firm donation tied to October Breast Cancer Awareness programs; and a pro bono externship program.

As anyone can plainly see, Proskauer Rose has demonstrated that a well-thought-out marketing and communications program can succeed when there is a plan, it is implemented, it is monitored, and it is well received. Proskauer 'rocks'!

 

Number Two: Goodwin Procter

Goodwin Procter has been heralded as one of the nation's AmLaw 100 success stories for its strategic vision and the tactical execution of its overall plan. In 10 years, it has grown from a (primarily) single office of several hundred attorneys based in Boston to a firm of 850 attorneys with offices in eight locations nationally. Its New York office is now the 25^th largest on a non-New York headquarter law firm in that city, and its Washington, DC, office has just hit the 100-attorney mark. In 2007, the firm ranked 47 on the AmLaw 100, breaking into the top 50 for the first time.

In 2006 and 2007, the firm moved west and opened five offices in California in an 18-month period, culminating a strategy that envisioned a bi-coastal powerhouse serving clients nationally from two coasts. Similar to its strategy on the East Coast, the firm has grown primarily in California through lateral hiring and organic growth, which has ramifications for its marketing strategy as well as other initiatives.

In the past year, led by Chief Marketing Officer Anne Malloy Tucker, the firm's primary marketing, business development and communications objectives have been 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:

• Build the Goodwin Procter brand. FY08 will mark the year in which the firm drives the implementation of its positioning platform, nationally executing the work it has developed together with Lippincott Mercer. Consistency and alignment across offices, departments, functions and practices will be a key part of the success of this initiative, and each department member will play a key role in the implementation of Phases 2 and 3.
• Communicate the Goodwin Procter story ' externally. In FY08, this will continue to be a primary Department objective, and will encompass a refocused public relations effort, strategic external communications, and proactive positioning of key spokespeople. The firm will aggressively market and position itself and its leadership.
• Communicate the Goodwin Procter story ' internally. Effectively telling the firm's story depends upon clear firm-wide communications, avenues for two-way dialogue, and a commitment to an inclusionary process firm-wide. The iNet will be a critical tool as the firm develops internal communications processes.
• Help lead the firm's national expansion. FY08 will be a key year in the transition to a truly bicoastal firm. The plan calls for focusing on the growth and integration of the West Coast offices, while balancing support to New York, Washington, DC, and Boston. It revises existing systems and develops new ones to support this national growth, while supporting and leveraging the New York office move.
• Drive 'firm-first' behavior. This means supporting firm-wide integration efforts at all levels, and embracing 'firm-first' behavior that helps break down geographic barriers. It underscores the firm's market-facing strategy; being mindful of ' and sensitive to ' behavior that might be construed as 'office-centric.'
• Establish market dominance through client service initiatives and practice expansion. This ensures alignment of the firm's marketing resources to support Goodwin Procter's overall strategic objectives, including priority support for its key clients, areas of strategic focus, and incubators.
• Foster innovation. Embracing new and creative ideas and working to position the firm as a leader in this area; supporting and using new technologies, and identifying eternal means of positioning and promoting the firm as an innovative leader.
• Support identified 'mission-critical' objectives cross-department. For FY08, these will include support for lateral hiring efforts, recruiting efforts, diversity initiatives, and pro bono and alumni relations activities.
• Think globally. Continuing to broaden the firm's horizons in terms of an international presence. This includes supporting the firm's International Task Force, and practice-specific international and cross-border initiatives.
• Support fellow members of the Marketing group. Teamwork is a core value ' and counts.

Measuring the firm's marketing/ business development success, and investment is achieved in a number of ways:

• Client feedback/client satisfaction/ expansion of client relationships (as measured by increased services provided, positive feedback and research results);
• Market share and growth of market share (as measured by progress on data-based ranking lists);
• Direct return on specific investments (a campaign or discrete project, tracking systems);
• Investment in the firm's people (promotions within the group, inter-office transfers, low turnover); and
• Financial performance of the firm and related metrics (by the numbers).

In each of these categories, there are hard data indicating that the firm has excelled in each of these categories, i.e., the growth of client relationships, increased market share, controlling, managing and measuring marketing investments, focusing on people issues, and having 10 years of continued growth across revenue and profitability measures.

Technology is an integral component of nearly all of the firm's marketing, communications and business development initiatives. The marketing department, and the firm, has long been at the forefront of innovation and technological advances as part of its day-to-day practice.

The marketing staff is very tech savvy with specialists in InterAction and Web technologies, and an on-staff Web master. Many members of the department are versed in the use of Web authoring tools like Front Page or Dreamweaver, using them to create HTML pieces like internal newsletters.

Goodwin Procter was featured as one of CIO magazine's Top 100 companies for technology usage in its 20^th annual awards issue. In addition, for the past three years, the firm has ranked in the top 10 firms for technology in The American Lawyer's annual mid-level associate satisfaction survey. The firm was one of the early (2001) ' and it believes most successful ' adapters of a firm-wide CRM system. Marketing drove its implementation, and several years after the launch, the firm hired its national account manager from Interface Software as its first business development manager. Goodwin Procter rolled out its 'matters pages' initiative in 2003, which moved the tool from a marketing database to a robust client matter support system.

The firm's successful use of InterAction as a CRM tool is due, in large measure, to the Marketing Department's broad purview in its implementation. By bringing together a multidisciplinary team that included IT and KM, with marketing as the business-owner, far greater participation was assured. To date, almost 100% of the firm's attorneys participate in the InterAction database as either a contributor or consumer of information. To date, the firm's lawyers have contributed over 350,000 contacts to the system, with over 40% of those classified and on marketing lists. In addition, as a result of the firm's rapid growth, nearly 40,000 contacts have been added in the last year alone.

Each year, the firm provides its public company clients with a login and password to a Year-End Tool Kit Web site that contains materials to assist them as they prepare for their year-end reporting and annual meeting season. Posting the materials on a Web site allows the firm to quickly distribute new and updated materials to clients. The same clients are also informed of updates to the site via e-mail blasts using Tikit. Goodwin Procter has also distributed preview CDs of the Year-End Tool Kit at conferences, such as the Directors Forum, to market the availability of this resource.

The firm has developed several micro-sites for various events, like the Directors Forum and the Clean Energy event. Practice areas have been encouraged to host Webinars in addition to traditional conferences. Webinars have been able to better connect to a wider target audience, and are able to highlight the expertise of attorneys nationally without the firm having to incur travel expenses. In addition, the Webinars have been extremely effective as aids in monitoring traffic and behavior (log in/out times, etc.).

A Content Management System (CMS) allows the firm to distribute content authoring among the Marketing team, even across various offices. Within the next month, the firm will be launching a new Enterprise CMS, Sitecore, that will allow it to distribute authoring not only among the Marketing team, but also across multiple departments in the firm.

The 'Marketing Only Page' is a team site area where Marketing posts checklists, process instructions and how-to tip sheets, as well as other shared materials. This area ensures that Marketing team members in all offices are communicating in a consistent manner. Marketing continues to build this area, looking at possibly using wikis or other team collaboration tools that would allow them to manage and maintain individual projects more efficiently.

 

Number Three: Duane Morris

Duane Morris Chairman Sheldon Bonovitz has publicly stated that marketing is key to the firm's financial success. Chief Marketing Officer Ed Schechter, who was recognized as 'Marketing Director of the Year' in the 2007 Hubbard One Excellence in Legal Marketing Awards, has created a team-oriented, ego-suppressed approach that has become ingrained with the partners. To extend even deeper into the firm, Schechter's managers launched formal business development training for associates this year, focused on developing individualized business plans, and coached the associates on relationship building and closing the deal.

Activity for activity's sake has no place in Schechter's program. The mantra of ROI maximization is not just lip service. Evaluating the likelihood of success of every project is not only required, it's systematized. Duane Morris has created decision matrices for existing and new client pursuits, marketing sponsorships and media opportunities to measure the strength of the opportunity. Each decision matrix informs the discussions with partners, eliminating subjective 'just do this' directives in favor of strategic partnering to maximize both marketing and partner time. Post-activity ROI evaluation tools are used to critically ascertain if the investment provided the expected results. Even 'lost' opportunities are used to build the knowledge base, with strategic pursuits that the firm does not win being reviewed and captured to enable the team to learn from any shortcomings, and to be poised in the wings should the prospective client have a future need.

Long viewed as among the technological pioneers in the industry, Duane Morris has consistently utilized the latest technology in its marketing and business development efforts. The firm was an early adopter in providing its alerts and updates via RSS feeds, and was among the first large firms to produce podcasts. The firm's Webinars enable clients and contacts from around the world to participate in live, attorney-led information sessions without leaving their offices. Duane Morris' Web site has more than 6,000 content-rich Web pages, and according to the firm, independent audits have rated it as 'incredibly good' in terms of visitor traffic. The site's integrated, database-driven content management system generates entire sections, enabling staff to enter new content or data once and have it appear in many areas of the site instantly.

When Harvard Business School made Duane Morris' innovative approaches the subject of a case study, it cited the firm's use of LexisNexis' InterAction-based CRM technology. The firm pushes out alerts, articles, invitations and other enticements to more than 100,000 executives and decision-makers every month using Reaction Server technology. The firm maintains a massive database (500,000 contacts and counting) through the efforts of a dedicated team of data stewards and an automated Contact Verifier that help keep all of those names and addresses up to date.

Targeted business development efforts also benefit from Duane Morris' dedication to technology. Thanks to the firm's integration of ContactNet enterprise relationship management software with its InterAction database, the firm is able to uncover relationships that its 600-plus attorneys might not eve realize. The systems work together to 'rank' relationships using algorithms that consider dozens of variables, including e-mail traffic patterns, to show who knows whom, how well they know each other, and if their communication has been recently increasing. The combination of technologies gives the firm leads upon which attorneys may benefit from teaming on particular pitches, and is especially useful in ramping up newly joining attorneys by revealing who they know in common with their new partners and their clients.

Duane Morris' marketing technologists are so adept at strategic vision and technological execution that LexisNexis, ContactNet, Mondaq and others rely on them as development partners to help envision and define their product enhancements, which are then rolled out to other law firms. Recently, LexisNexis has been working with the firm to help refine its Competitive Intelligence Web interface atVantage. Duane Morris' Marketing staff helps by 'test driving' new features, using them in real-life business development pursuits, and working with the vendor's developers to determine functionality that would make the technology even more powerful. Most recently, Schechter's team worked with atVantage and InterAction to map the firm's top 10,000 clients to specific industry types, helping his staff better focus its resources and frame the firm's lawyers as advisers to specific industries (as many clients desire) as opposed to legal discipline-oriented service providers (as traditional lawyers often view themselves). Schechter's team has a similar advisory relationship with proposal automating innovator Pragmatech, facilitating its entr'e into the legal world and helping it focus its offerings to fit the very specific needs of RFPs for legal services.

When the marketplace does not offer solutions to the firm's needs, Duane Morris develops technology solutions itself. For example, after Schechter identified that details of the firm's cases and transactions were key to leveraging the firm's strengths in business development efforts, the firm created a representative matters database that gives attorneys and staff the ability to access descriptions of more than 5,300 matters, searchable by practice, attorney, industry and a dozen other criteria. The database continues to grow by giving every attorney the ability to easily add information on his or her latest matters by using a Web interface.

Last year, BTI research reported that Duane Morris was a 'major player' in terms of client focus. Now in place for several years, the firm's Client Satisfaction Interview program has taken root to such an extent that partners not only support it, but also frequently request that Schecter's managers conduct in-depth interviews with clients, focusing on service quality and attorney performance.

Duane Morris' Marketing and Business Development professionals are an integral part of the firm's community outreach, pro bono activities and diversity initiatives. The firm's full-time Pro Bono Counsel has partnered with the Marketing Department to promote the growing program. Marketing's writers capture the stories of the firm's pro bono efforts and feature them on the Web site. They also create and distribute internal electronic communications aimed at encouraging participation in the program, and have supported the development of a portal on the firm's Intranet that shares information on pro bono opportunities and helps put lawyers together with those in need.

The most exciting new development regarding community outreach, according to Schechter, is the Duane Morris Leadership Award. The brainchild of Senior Media Relations Manager Joshua Peck, the award will be presented to individuals dedicated to providing a powerful, positive influence on local and global communities. The award, together with a generous charitable contribution, will be given annually to a worthy and recognized leader in one of Duane Morris' cities. Diversity is a strongly weighted consideration in the selection process.

In 2007, the inaugural Leadership Award was presented to Rev. Gloria White-Hammond, M.D., an inner-city pediatrician and pastor whose social outreach programs in Boston include mentoring services and a creative outlet for at-risk girls. Globally, she works to eradicate slavery and genocide in Sudan and to improve conditions through various programs. As part of the award, Duane Morris is giving $25,000 to help build a school for girls in the village of Akon in Darfur.

Once again, Duane Morris demonstrates that it is at the top of its game in the areas of marketing, business development and communications.

 

Number Four: Ropes & Gray

Just three short years ago, Ropes & Gray's marketing and business development efforts were modest at best. The firm had been such a dominant brand in New England, it was felt that no meaningful marketing efforts were needed to attract great clients. However, with the 2004 arrival of the firm's first Chief Marketing Officer, Jim Durham, Ropes & Gray sent a strong signal that marketing had become a top priority. By embracing a more aggressive approach to marketing and business development, Ropes & Gray has grown into a truly national firm, now with several leading national practices competing with the nation's top firms for the best work.

The firm has grown its marketing and business development team dramatically in areas aligned with its strategic objectives, and the results have been tangible, both internally and externally. (At Ropes & Gray, the Marketing Department has primary responsibility for internal communications.) The firm has achieved those results in large measure through the innovative and efficient use of technology.

For example, Ropes & Gray has used electronic video to great effect. Its 'Unscripted' videos, which can be launched from the firm's home page, feature associates discussing a variety of matters from training and teamwork to work/life balance. Employing a relaxed, informal approach, the videos are a valuable recruiting tool. In addition, they signal to existing and prospective clients that the firm has a singular focus on getting great results for clients with a cooperative service approach. The videos have received favorable mention in The New York Times and in several ALM publications, including the National Law Journal.

Internally, the firm has utilized digital videos for training sessions and to capture special events, such as a firm-wide ceremony recognizing the achievements of standout staff members. Much of this material is then used to populate the firm's internal Web site, which was redesigned this year under Marketing's direction. Also, the group uses video e-mails (V-Brick technology) to announce significant developments to attorneys and staff, such as the move to new Manhattan offices, and updates on the opening of the firm's Tokyo office. In addition, Ropes & Gray has developed audio-enhanced PowerPoint presentations and deployed them via e-mail to deliver a variety of communications relating to firm events and developments.

The firm's Marketing team has developed a Cross-Selling Portal that gives its attorneys a wealth of information about its practices and client teams, along with tools to help the lawyers succeed in their cross-selling efforts. These tools include, for example, an audio presentation that Durham recorded on the 'why' and 'how' of effective cross-selling. The group also developed a Web-based work site to allow for collaborative project management and better information flow. The internal newsletter, RopesMatters, is a monthly e-publication that balances practice-area features and noteworthy successes with human interest, recruiting and other areas. Before RopesMatters, there were no systematic 'push' communications (other than basic e-mail) to keep the firm's internal audience informed about important developments. Now, with open rates exceeding 80% across the firm, RopesMatters has raised internal communication to a new level.

Externally, the firm produces a monthly teleseminar, the 'IP MasterClass,' in which a Washington, DC, IP partner leads a Webcast discussion of topical IP matters. The teleseminars, which attract hundreds of listeners, have resulted in new business for the firm. In addition, Ropes & Gray has substantially improved the process by which it drafts and distributes electronic client alerts. Previously, alerts were 'quasi-law review articles distributed long after the underlying event,' says the firm. Now, they are tight, timely and tailored to a sophisticated business audience. They have resulted in media inquiries and are a terrific venue for the firm's thought leadership.

In terms of business development, Ropes & Gray recognizes that partnering with its clients means meeting a high standard for service, cooperation and communication. Through its client team initiative, the firm brings fresh, creative ideas to its work and client relationships.

Ropes & Gray's business development team has implemented new intake and tracking procedures for RFPs, assisting the lawyers not only in preparing responses, but also in developing strategy and presentations. This group also developed a portal to give more key people throughout the firm (lawyers and administrators) access to relevant presentation content. The firm has seen a measurable increase in RFP success. In addition, the business development team has implemented new training programs for lawyers at all levels, with the newest focused on 'Knowing the Client's Business' for senior associates.

Ropes & Gray has used the firm's Intranet to great advantage to improve processes in a number of areas. The firm has an electronic process to update online biographies, allowing secretaries to perform updates quickly and efficiently. There is also a 'one-stop shop' for RFPs. The Proposal Center represents a vastly improved approach to this critical function.

The Marketing Department streamlined the sponsorship and charitable giving process across the firm, creating greater accountability and monitoring capability. The group also created new intake data-capturing technical methodologies to help provide critical information in support of strategic marketing and practice group planning.

Finally, an important CMO function at Ropes & Gray is conducting client interviews. Durham has met with many of the firm's key clients, and he works closely with the Managing Partner and Chairman in connection with their client visit preparation. The client interviews, performed at no cost to the client, routinely produce provocative, highly useful feedback that gives the firm invaluable insight into improving its approach to client service.

 

Number Five: Thompson Hine

To begin with, it must be noted that Thompson Hine's Director of Business Development, Alvidas Jasin, gets a special nod for 'most creative method of presenting a submission to the MFL 50.' Not only did Jasin provide me with a detailed binder of materials, which the other firms did as well, but what struck me the most was the way he presented his essay. Yes, I received a written version, but I also was smiling when I received a digital voice recorder complete with an audio presentation by Jasin himself. How creative! That is not, however, why the firm ranks the Number Five spot.

Thompson Hine has embarked on an extraordinary journey into the world of business development and sales that encompasses so many aspects that it would be difficult to list them all. However, here are some of the things the firm has done:

• Reorganized itself from an office-centric, reactive, marketing-focused organization to a practice-centric, strategic, sales-focused firm.
• Created professional collateral and proprietary tools to reduce the administrative burden on the business development department, and enable more time for managers to focus on strategic activities. Among these tools is a 'bio generator' ' a one-source single database of all lawyer data, which feeds to an MS Word customer application that is available for printing and editing by all personnel. Another is an internal online database, the 'Thompson Hine Merchandise Store,' which lists all of the firm's merchandise (apparel, giveaways, etc.) that can be ordered by filling out a form.
• Developed and launched a formal sales process with more than 30 proactive sales teams, resulting in several new significant client wins each year.
• Conducted the firm's first client satisfaction survey with 50 key clients surveyed in 2003; 100 clients in 2006. Improved overall client satisfaction significantly; more than double for client service teams.
• Conceived and launched a 'Premier Client Program' for the firm's largest clients.
• Conducted two Premier Client Summits; significantly enhancing the relationship between the firm's largest clients and the Managing Partner.
• Developed and launched a firm-wide Client Service Excellence program, including a formal Client Service Pledge, service standards, and associated training.
• Launched a comprehensive, continuous Business Development Training Program for all associates, with 93% participation and high ratings in Vault.com and other associate surveys.
• Worked on more than 600 proposals/pitches in 2006 (at press time, the firm was on track to do more than 700 in 2007), improved the win rate by 20 points to nearly 70%.
• Created and launched a comprehensive online searchable database of firms' legal specialties to aid in cross-selling and matter staffing. This is an online survey and search tool that catalogs all specialties and industry experience for attorneys and legal assistants.
• Created an alumni database that includes 30 years of alumni. The future of this database will include several applications.

Jasin proudly points out that all of the above were achieved without increasing the budget or the head count.

 

Conclusion

So there you have it, the Top Five firms on this year's list. In future issues, we will highlight other firms from the rankings that deserve outstanding recognition.

To see the full MLF 50 list, click here.

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Elizabeth Anne 'Betiayn' Tursi is the Editor-in-Chief of this publication, and a principal of Tursi Law Marketing Management. Ms. Tursi focuses on helping law firms attain and sustain market share by developing successful marketing, business development and communications programs. She also works with public companies in the creation of programs designed to partner with law firms for the purpose of promoting good will.