March 20, 2008

New Contributors For More Partner Income

12:11 am

In the coming weeks, there will be some new contributors added to the .  I met with several members of the Redwood Analytics team in Virginia today and am happy to announce that their expertise will be added to More Partner Income.

Redwood Analytics is a new acquisition to LexisNexis.  They focus on benchmarking and business intelligence tools for .  They also have a staff of consultants who work with  to measure performance as well as provide granular analysis on both matter and attorney .

The addition of Redwood's expertise to the will provide unique gained from experience in working with in the large law segment that demand high levels of analysis related to the business aspects of their practice. 

Redwood also hosts a Think Tank, made up of law firm leaders.  From Redwood's website: 

[Redwood's Think Tank] is comprised of forward thinking industry leaders assembled to study and formulate cogent solutions to significant issues. Individuals are invited to join the Think Tank based on their demonstrated ability both to think strategically and to take action to promote change.

For more information on Redwood Analytics and the products and services they provide, please visit www.redwoodanalytics.com.

We have begun taking submissions for the 2008 Law Firm .  If your firm is interested in participating, please contact Brian by clicking here.

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March 18, 2008

Management ABCs: The Hawthorne Effect

12:00 am

A method of increasing performance is based on the Hawthorne Effect.  Although several of the experiments have been downplayed by social psychologists, the effect that attention has to performance is as true today as it was when recorded at the Hawthorne Plant in the 1920's.

 

Basically, when attention is given to the performance of an employee, the employee's performance increases.  Simply put, measurement improves performance.  If you set goals for your timekeepers and don't measure them against the goals, the incentive to succeed is left to trusting individuals to meet their goals. 

How well suited is your firm for a loss of a client such as Bear Stearns (or, perhaps, Lehman Brothers)?  Gerry Riskin wrote in January to make your firm recession-proof.  Some of the factors listed in recession-proofing the firm:

  • Ramp up frequency of financial reporting (monitor the firm's key finanacial );
  • Make hard decisions humanely and fast (monitor under-performing timekeepers);
  • Manage internal expectations (monitor expectations to keep staff motivated and avoid "business as usual");

 Each of the above requires attention.   Trust alone that the individual timekeepers will respond to economic crises is a recipe for disaster.  A better management model is the Hawthorne Effect.   Everyone needs to be accountable for results.  Let the effect of attention to performance help the firm during difficult times. 

The effect of measuring performance brings other benefits.  Beyond improving results, keeping attention on profit drivers has the added benefit of opening opportunities - even in bad economic times.   As Riskin notes, [w]hile strategy may be more challenging during recessions, if you grasp the nettle, opportunities will arise to enhance your client mix and your talent base.

We have begun taking submissions towards the 2008 Law Firm .  If your firm is interested in participating or if you would like more information, please contact Brian by clicking here.

 

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March 11, 2008

2008 Law Firm Economic Survey

12:00 am

We will soon start accepting submissions for the 2008 Law Firm .  This is our 3rd year to conduct the survey and in two short years we have created the largest survey of its kind focused on the mid-sized law firm.  Our survey serves several purposes, including but not limited to:

  • Providing a measure of annual performance for mid-sized based on per-partner income;
  • Validating the core profit drivers that affect per-partner income;
  • Providing expert analysis and content for managers to help increase per-partner income.

This year we are adding a focus on client development activities.  In our 2007 survey, 25% of responded that marketing and business development activities were their firm's best ways to achieve higher .  In the 2008 survey we are asking what marketing and business development activities they utilize and how effective each are.

We are also asking questions regarding rate as it pertains to practice area.  I have had more questions regarding what firms charge for specific industries than any other finance-related question.  want to know whether they are charging the appropriate market rate for their specific industry.  Since each industry can be pretty specific, we have chosen some broad that we hope will give firm leaders some into pricing. 

We are also hoping to do more regional breakdowns by rate, utilization, margin, , etc.; another area in which we receive many requests.  Of course, the main focus of the survey will remain the law firm business model and the key profit drivers that affect per-partner income.

The survey will be broken down into two main parts:  the first part requires financial data and will take some time to assemble since there will be questions regarding 2007 year end numbers (such as standard  by , non- and associates, and ).  We will be conducting this part by telephone to help respondents with any questions.  We hope this will also reduce the possibility of invalid responses.  There have been several instances of firms having their responses disqualified due to inaccurate numbers after we were unsuccessful in our attempts to contact them to correct the responses.  We believe the best time to validate responses is at the time of submission and hope the telephonic interview process will help in this regard.

The second part will be for /shareholders/directors/etc.  Because this part doesn't require financial data (and thus shouldn't require assistance to complete accurately), it will be offered as an online questionnaire to encourage participation by .

The survey is geared to mid-sized firms.  For us, that means firms from 5 to 100 fee earners (which includes partners, associates, and others who bill clients for their work).  Although we hope to broaden the scope of the survey in the future, this year we are only accepting submissions from firms in the United States.

All respondents who complete the survey will receive a complimentary copy of our 2007 Law Firm and 50% off the price of the 2008 Survey.  The price has not changed and is still $495, so the value for participating is approximately $750.  The cost of the survey at $495 is among the lowest (if not the lowest) in the industry.  Further, firms who also complete the Managing Partner section of the survey will be offered a summary benchmark comparison of their firm against other respondents.  The benchmarking comparison is valued at over $1,200. 

Due to the time it takes to compile the data and prepare the survey for release (which we hope will be mid-summer), we are only accepting submissions for a two month period and may stop accepting submissions at any time after we reach our of 375 respondents.  If you would like to participate in the 2008 Law Firm , please email me by clicking here and fill out the email request.

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February 14, 2008

Measuring Law Firm Profitability

12:00 am

One way to get an idea of your firm's financial health is to report on the firm's . There are many ways to calculate depending on what you are looking to track.  In this example, we are taking into consideration the value of fee earners against their cost. The value of an attorney, for the purposes of this post, is the billed rate per hour. 

You determine attorney cost per hour by taking the salary of the attorney, the cost of their dedicated resource(s), the cost of their work space, the cost of equipment used, and other incidental costs (not billable to the client) incurred by the fee earner.  This can be sticky for some firms where principals may not be agreeable to apportionment of cost.  In cases like this or where the firm is more evenly apportioned in staff and office use, a less accurate but easier calculation would be to add up all the general ledger cost accounts (excluding fee earners' payroll), divide by the number of fee earners, then add salary.  It is better to do the work and determine actual cost.

Once arriving at a cost per fee earner, reduce to a cost per hour (by dividing cost per fee earner by worked hours billed per year) and then you can use this to subtract from the attorney's billed rate to get the rate.  This is excellent indicator of the value of your billable rates and by extension the charging these rates.  

WkTkProd.jpg

With reports like the one above that is part of ' Active Information product, you can determine how much value (in terms of dollars) you are getting for every billable hour worked by the fee earner.  You can set margin per fee earner and track the rate against the margin as well.  Efficiency is an important key to higher profits.  A report such as this in a historical context helps you track efficiency of the fee earner.  

To take it one step further:  you can use, for analysis purposes, the collected rate to compare to the cost per attorney.  You shouldn't make this analysis until the invoice has been zeroed out (either by payment or adjustment), so this is not really a good indicator of current .  But it can be helpful in a  analysis of a given client or fee earner.   Again, tools like ' Active Information can track collected rate and thus make calculating all the formulas above automatic.

Morepartnerincome.com is sponsored by ®. For information about products and services for increasing law firm performance and partner income contact National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

 

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July 25, 2007

Could Your Law Firm Do Better?

10:47 am

How do you know if your law firm could be doing better? Christian Stadler, writing in the July–August 2007 Harvard Business Review answered that question this way:

“Benchmarking is the obvious answer, but not by comparing poor companies with good ones. The way to get at this problem is to compare good companies with even better ones.”

Stadler’s comment is a reminder of the important role benchmarking plays in driving law firm performance and is insightful commentary on how benchmarks should be used. If you depend on surveys for benchmarks, don’t overlook emerging continuous benchmarking service alternatives. The new tools from the likes of Juris and Redwood Analytics promise to replace stale survey information with a continuous flow of automatically collected “current” operating .

 

Morepartnerincome.com is sponsored by ®. For information about products and services for increasing law firm performance and partner income contact National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

 

 

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June 21, 2007

More Reasons to Participate in Law Firm Economic Survey

10:09 am

June 30, 2007 is the cutoff date for the Juris Law Firm Economic Survey. You don’t want to miss the opportunity to participate in this annual survey. The survey report and analysis you will receive for free as a participant will shed light on just why partners in the top performing 25 percent of earned twice as much as the next best performing group. The accompanying analysis and recommendations will provide you with specific steps you can take as a firm to improve financial performance.

As if that were not enough, consider that , Inc. has also increased the purse for the winning participating firm by $5,000 in a drawing to be held on June 30. In addition, to encourage last minute procrastinators, , Inc. has agreed to give using software who submit a completed survey between now and June 30 a one-time $50.00 credit against their monthly software maintenance and support plan. And since you receive a free copy of the Survey report, you save the $495 publication cost.

The , one of the largest in the legal community, is unique in that it targets midrange-sized , particularly those with 10 to 150 . What you will learn from the survey will, in all likelihood, help you increase partner income. To increase your income per partner, ask your administrator or accounting staff to start on the Survey today. Participating is easy—even easier for since , Inc. will provide you with a downloadable report to collect requested survey information.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law firm performance and partner income contact National Sales Center: 877/377-3740, e-mail info@juris.com or go to www.Juris.com.
 

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June 15, 2007

Law Firms Benefit From Competitive Intelligence

10:00 am

Janet Ellen Raasch asks and answers the question “What do the top firms have in common?” Her answer is competitive intelligence or CI.

Her article in Law Practice Today highlights some of the ways competitive intelligence is being used by “big law” to make better decisions. She notes the movement made by large firms to dedicate resources to the collection and analysis of competitive information.

Midrange don’t have the luxury of a dedicated CI staff. They have had to rely on personal awareness of their marketplace and on 18- to 24-month old survey data. Those surveys are important sources of information, which is why , Inc. conducts an Annual Law Firm specifically targeted at the midrange level—firms ranging in size from 10 to 150 . The survey, covering law firm performance for 2006 and the outlook for 2007, is currently underway. By participating in the Juris Law Firm Economic Survey, you can receive a free copy of the completed survey and its accompanying analysis and recommendations.

While surveys are important, , Inc. has taken one giant step forward with its recent introduction of an online benchmarking service. The service is called Juris Insight and participation is currently limited to that use software for their financial system. Information is extracted automatically, eliminating the need to fill out survey forms. Participating firms will be able to compare their own financial , prices, and other operational information with that of their . Since information is present in a comparative format, it is immediately useful and insightful. The big payoff is that information is timely—current versus stale survey data.

Many of the examples in Raasch’s article might be better described as business and market intelligence. But one thing is for sure. Law firm leaders today have to look outside of the firm for information to guide their decisions and that includes understanding what the competition is doing. Until recently, surveys have been the only tool for systematically collecting that intelligence information. New online benchmarking services are changing that, providing easy access to timely information about what is happening in their marketplace. Redwood Analytics and Thomson West are addressing this area for large firms and through its Juris Insight service, Juris, Inc. , now does so for midrange .

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law firm performance and partner income contact National Sales Center: 877/377-3740, e-mail info@juris.com or go to www.Juris.com.
 

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February 8, 2007

New Web-Based Benchmarking Service for Law Firms

11:14 am

Juris® Insight, a ground breaking benchmarking services is now open for business. The new web-based service from , Inc. went live the first week of February 2007.

 

will give participating firms relevant competitive intelligence and other tools to help the firm set and achieve its goals. Measurement improves performance. But setting goals and measuring performance with an internal focus alone is not enough to drive partner income to the optimal level. The most effective measurement systems must include comparisons with and competitors to set the right goals that, if met, will ensure the firm performs at the highest level.

 

 

spend hundreds of dollars purchasing outdated surveys each year. They incur even greater cost through invested staff time responding to survey requests and then manipulating and analyzing the against the firm’s own . eliminates that investment in staff time by extracting information automatically from the firm's system and by providing comparative results in a format that is in synch with how the firm tracks its own performance.

 

Stephen Collins, President and CEO of , Inc., explained: “Athletes always carefully study and measure the performance of competitors so they can adapt their training to win. They know that when you have a , the odds of winning go up dramatically and goals are more achievable. With Juris Insight service, will know exactly how their firm’s key performance compare to .”

 

benefits include:

  • Automated survey preparation and submission

  • Relevant and comparable benchmarks designed around the law firm

  • selection control for meaningful comparisons

  • Customizable views and

  • Current information on an ongoing basis

  • Goal setting models to increase partner income

  • Confidentiality and security

 

You can learn more about new benchmarking technology by reading the following prior posts:

Law Firm Benchmarking Comes of Age

CitiGroup Private Bank Benchmarking Involvement

Benchmarking Services for Midsized Law Firms

Benchmarking Services by Redwood Analytics

The Importance & Power of Legal Surveys

 

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law firm performance and partner income, go to www.Juris.com.

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November 2, 2006

Partner Income Related to Law Firms Fees

11:26 am

The recent Law Firm Economic Survey conducted by , Inc. illustrated the relationship between the fees charged by midsized and their per-partner income. While that relationship might seem unsurprising, it should be thought provoking.

The above chart divides surveyed firms into quartiles according to per-partner income and then shows the comparison between their average fees. The actual realized blended rates, as well as reported standard rates, were lower for each subsequent quartile. Partners of in the first quartile earned twice the per-partner income of the second quartile and seven times the of partners in the fourth quartile. Is this a blinding glimpse of the obvious— that charge more make more?

Here are the important questions: Are the lawyers in the top 25 percent of surveyed firms better lawyers? Are they smarter? Did those firms pick more profitable ? Have they done a better job at branding?

Let me suggest a simpler answer. Midsized with higher rates simply set them higher to start with! If we take a look at individual firms, we can find clear reasons why one firm can charge higher rates than others. But when I review the 2005 , these reasons don’t appear to explain the aggregated results in the survey. The composition of each quartile appears to be similar mixes of practice classes and size.

regularly increase rates from year to year to cover increased operating expenses, including associate salaries. In most cases, such increases do not contribute to higher . They simply recover higher expenses. If a firm starts with lower fee rates, they tend to stay lower in of annual or periodic increases.

Midsized need better information about competitive prices in the marketplace. Rather than think in terms of annual increases to the existing fee structure, they need to reset those fees based on market information. They need competitive and intelligence. Traditional surveys provide some , but they are often 18 to 24 months behind the curve, and matching your individual firm to a meaningful is an imperfect task. Better information is on the way through new benchmarking services such as those from Redwood Analytics, Peer Monitor and Juris Insight.

Even with better information, individual can have a difficult time restructuring rates. Compensation plans often lead to partner resistance toward anything other than moderate increases. Partners dependent on origination credit for a significant portion of their income can feel threatened by possible client defections. The best approach may be an incremental one. Reset fee structures for new business and develop an incremental plan to rework existing relationships over time. A helpful guide to price increase implementation was suggested in the prior post Law Firm Rate or Fee Increase Letter.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law firm performance and partner income, go to www.Juris.com.
 

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October 6, 2006

Benchmarking Services for Midsized Law Firms

10:55 am

Competitive intelligence and specifically benchmarking has been growing in importance as increasingly adopt traditional business practices. This post is one of several summarizing information garnered from the September 2006 Benchmarking Symposium held in Nashville, Tennessee.

, Inc. recently joined the ranks of Redwood Analytics and Thomson West in offering automated benchmarking. What sets apart is that its service is targeted at midsized firms—those below the largest 200 . Until now only BigLaw has had the one gains from meaningful competitive intelligence. Not any more! has changed that.

, Inc. referenced the company’s recent Law Firm Economic Survey in noting that firms that set goals, measured performance, and held people accountable dramatically outperformed others. The disparity in per-partner income between the top performing 25 percent of midsized U.S. and the rest of the pack is eye-opening. Partners in the top 25 percent earn twice the income of the next quartile and more than seven times the per-partner income of the lowest 25 percent.

Intuitively, understand. For years they have purchased every law firm survey they could get their hands on. Unfortunately, the surveys were always at least one year outdated. Most firms could never find survey segmentations that represented a perfect for comparisons.

Automated benchmarking services change everything for the law firm. Live benchmarking and shared information among anonymous will identify areas of competitive advantage as well as areas for improvement—from billing rates to collection days. Just as record keeping in sports has changed the quality of the game, live benchmarking will change the practice of law for the better.

is the first live benchmarking system created solely for the benefit of midsized . Unlike traditional surveys, provides information that is as up to date as your most recent monthly reports. Using state-of-the-art data extraction technology, directly pulls standardized information from your database, encrypts it and sends it via highly secure Web services to the data center – of course, all names and other identifying information are purged from the system – where it is aggregated into our data warehouse. The information is then presented via a customizable Web site called JurisInsight.com.

Today, law firm and executives invest significantly in the purchase of year-old surveys, and then invest their time and staff time in comparative analysis against imperfectly matched segmentations. They do this in an effort to collect competitive intelligence as a guide for improving the law firm’s own performance. Automated benchmarking eliminates manual compiling of information, replaces year old information with a continuous flow of business and competitive intelligence information.

service is currently available only for using business software but , Inc. expects to eventually expand its offering to all in the future.

Previous posting covering other presentations during the symposium include the following:

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law firm performance and partner income, go to www.Juris.com.
 

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