Concrete Ways to be More Effective

as a Law Firm Marketer(aka “What Keeps Managing Partners Awake at Night”)

John Remsen, Jr.President – TheRemsenGroup

About TheRemsenGroup Work exclusively with law firms Consulted with over 150 firms since 1997 Marketing Plans, Firm Retreats

Client Feedback Programs, Recruiting Staff In-house at two larger commercial firms Frequent speaker and author LMA Chapter President, National Board ABA Law Practice Management Section

About The Managing Partner Forum

Twelve (14) Forums since 2002 Florida, Texas, Southeast, Midwest 500 participants from 425 law firms High level participants Maximum peer interaction State and regional focus

Today’s Session Characteristics of Successful Law Firms Highlights from 2007-08 MPFs in FL, MW, SE What Firm Leaders Should Do Highlights of 2006 MPFs in FL, SE, TX How Marketers & Administrators Can Help (no doctor’s prescription required!)

ASK QUESTIONSPLEASE, ASK QUESTIONS

2007-08 MPF Survey Highlights Forums in Fort Lauderdale, St. Louis and Atlanta Audience participation technology 160 survey participants Firms with 10-2,200 lawyers 60% had more than 50 lawyers

Characteristics of Today’s Most Successful Law Firms:How Does Your Firm Measure Up? Developed list of characteristics of successful law firms Based on research conducted by Brand Research and

Greenfield Belser Asked Forum participants to rate how their firms

performed on a 1-5 scale

Clear Vision Among Shareholders

0

10

20

30

40

50

60

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Strong, Committed Leaders

0

10

20

30

40

50

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Planning and Implementation

05

10152025303540

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Open Communication

0

10

20

30

40

50

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Sharing and Teamwork

05

10152025303540

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Good at Cross-selling

0

10

20

30

40

50

60

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Subjective Compensation System

05

101520253035

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Succession Plans

05

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Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Diverse Client Base

0

10

20

30

40

50

60

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Lots of Rainmakers

05

101520253035

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Capable Administrative Team

05

10152025303540

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

Willing to Make Tough Decisions

05

101520253035

Strongly Agree SomewhatAgree

SomewhatDisagree

StronglyDisagree

Pe

rce

nta

ge

WHAT SHOULD FIRM LEADERS DO?

Lawyer Personalities Hate change Risk averse Highly skeptical Love autonomy Averse to social intimacy High sense of urgency

Source: Altman Weil - Caliper Profile

IT’S LONELY AT THE TOP

2006 MPF Survey Highlights Forums in Atlanta, Palm Beach and Dallas Audience participation technology 90 survey participants Firms with 10-1,500 lawyers 43% had more than 50 lawyers 88% projected “moderate” to “aggressive” growth

Percentage of Time in MP Role

14%

36%

30%20%

Less than 10%

11-25%

26-50%

More than 50%

Job Description

32%

62%

6%

Yes

No

Working On It

Exit Strategy

25%

75%

Yes

No

Most Valuable Contribution

36%

25%

12%

6%

21%

Building concensus

Long-term strategy

Initiate change

Maximize PPP

Day-to-day admin

Where Time is Spent

45%

32%

6%

5%

12%

Building concensus

Day-to-day admin

Initiate change

Long-term strategy

Maximize PPP

How They Learn

34%

25%

13%

8%

20%

On-the-job training

Books and articles

Conferences

Other firm leaders

Consultants

Most Pressing Issue

55%

13% 11%

10%

11%

Profitability

Recruiting & retaining

Succession plan

Compensation

Competition

Best Way to Improve Profits

45%

24%

7%

2%

22%

Increase rates

Marketing

Technology

Divest low profit work

Work more hours

Strategic Plan

43%

57%

Yes

No

If Yes, Does It Guide Decisions?

24%

46% 3%

27%

Almost always

Most of the time

Some of the time

Collects dust

Does Planning Improve Profits?

44%

45%

11%Strong correlation

Some correlation

No correlation

Does Your Firm Measure Client Satisfaction?

32%

68%

Yes

No

TIPS FOR MARKETERS AND ADMINISTRATORS

Be a Passionate and Committed Firm Leader Get a job description Learn from other firm leaders Invest the necessary time Lead by example Find and mentor your successor

Initiate Change Necessary for Long-term Success and Prosperity Tackle the tough issues Find and showcase precedent Build consensus among the key partners Pick your battles carefully

Embrace and Encourage the Planning Process Firm-wide strategic plan Practice group plans Individual lawyer plans Client succession plans Leadership succession plan

Encourage Investment in Your Firm’s Future Administration Technology Marketing and business development Recruiting and retention Non-billable time

Bring Relevant Information tothe Attention of Firm Leadership Law firm economic data Trends in the profession Articles and White Papers Competitive Intelligence “Heard on the Street”

Make Your Managing Partner Look Good Internal

Meetings Newsletter / Intranet Information source Firm Retreat

Make Your Managing Partner Look Good External

Firm events Boards and Committees Speeches Media relations Vanity lists

Develop and Implement a Client Feedback Program at Your Law Firm Client site visits (lawyers) Formal client audits Post engagement questionnaires Bring clients into the firm

Promote Internal Communication Internal meetings Intranet Internal newsletter Firm retreats Teams and groups

Tune In to Profitability By client By industry By practice area By office By lawyer

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Concrete Ways to be More Effective

as a Law Firm Marketer(aka “What Keeps Managing Partners Awake at Night”)

John Remsen, Jr.President – TheRemsenGroup