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 (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 target 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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August 30, 2007

Role of Realization in the Law Practice Business Model

10:47 am
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Filed under Law Firm Bus Model, Subscriber Content by Tom Collins

May 3, 2007

Law Firm Survival Is Tied to Its Blended Rate

11:03 am

Paul Calthrop, writing in the May issue of the , gives all of us something new to think about regarding pricing. Calthrop is a partner in Bain & Company. His article is titled “Higher Net Price—Or Bust.”

He makes the point that lower pricing may be a viable strategy for entering a new market or launching something new, but otherwise it signals a path toward commoditization, which he says “…inevitably undermines the firm’s of achieving sustainable revenue and profit growth."

For a law firm, Calthrop’s warning reinforces the importance of tracking the firm’s effective . It also explains why it is so important for the firm to have strategies and tactics in place to increase its . You don’t achieve a continuing increase in the firm’s effective through price increases. It comes from increased value:

  • Increasing coupled with pricing alternatives
  • Moving into more valuable
  • Increased specialization
  • Adding new value to established services—convenience, response times, certainty, etc.
  • Moving to new clients for whom your services have higher value
  • Etc. Etc. Etc.

Price increases are still important, but the typical pricing increase strategy for a law firm is the annual increase to cover increased operating cost. Adjusted for inflation, it has a zero impact on the firm’s effective . Moving the can, however, be achieved through better pricing strategies:

  • Multiple standard price sheets pricing higher value services at appropriately higher prices
  • Targeted price increases to move underpriced services, clients and matters to higher competitive price
  • Having more prices based on the deliverable versus the hours worked, i.e., Alternative Pricing

And the can be increased through improved collection and faster billing of services. Both improve and decrease lost revenue arising from adjustments and uncollectibles.

need to take Calthrop’s warning to heart. If your effective is not moving up, then the firm is increasingly engaging in areas undergoing communization. Short of reinventing how legal services are provided, that will lead to an unsustainable trend of declining partner income.

For more on measuring and tracking , go to the prior post Blended Rate and Utilization Model for Law Firms.

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

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Filed under Pricing by Tom Collins

April 30, 2007

Modeling the Law Firm's Financial Performance

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April 17, 2007

Collection Realization in the Law Firm

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April 9, 2007

Blended Rate and Utilization Model for Law Firms

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November 30, 2006

Measurement Improves Law Firm Performance

10:53 am

People, not numbers, determine the success or failure of a law firm.  Performance is created by empowered people or limited by the effectiveness of the firm’s strategies and tactics (formal or informal) and the of the firm’s practices.

 

That being said, make no mistake, successful law firm leaders pay attention to the numbers.  Intuitively, successful leaders understand that improves performance.  They plan, set goals, , and hold people accountable.  Partners in the firms that do those things earn, on average, two to seven times the income of those who don’t.

 

Numbers allow to express the firm’s targeted performance.  Numbers enable the partners to compare the firm’s performance to its own or to the performance of other similar .  Financial (numbers) are the outcome of the firm’s people—the degree by which they are “doing the right things in pursuit of the firm’s goals and doing those things in the  right way.”  Put into a simplified model, numbers help answer “what if” questions by letting the firm’s partners test the impact of various scenarios:

  • How will an addition in the number of associates alter the ?

  • How will an increase in the firm’s fees affect distributable partner income?

  • How will an increase in effect partner distributions? 

 

Listed below are seven that influence law :

    1. or Utilization

    2. Effective (Blended) Rate

    3. Margin

    4. Days of unbilled fees (work in process)

    5. Days of billed fees outstanding (accounts receivable)

 

Each of the seven should be religiously measured and reported.  Current performance should be compared to prior periods to determine if the firm's is improving, holding its own, or declining.  The numbers should be compared to the firm’s to determine if it is achieving its objectives.  They should be compared to of similar firms.  Doing so will most likely indicate areas that deserve attention and that represent lost opportunities.

 

While alone will improve performance, combine with goals and plans to achieve those objectives and the whole ball game will change.  Planning, goal setting, measuring, and accountability go hand in hand with increased management and teamwork.  The resulting culture in such sets those firms and their performance completely apart from who are not similarly engaged.  

 

If you need help computing any of the seven basic , refer to the previous posts linked below:

 

What Is Utilization?

What Is Blended Rate?

What Is Realization?

Measuring Law Firm Collection Realization

Measuring Law Firm Margin

What Is Leverage?

Measuring Law Firm Work-in-Process Days

Measuring Law Firm Accounts Receivable Days Outstanding

 

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

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September 19, 2006

Six Basic Law Firm Metrics

10:24 am

What top-level should you track? If you are among the 20 percent of midsized firms who have a formal planning process, what you track depends on that plan and your objectives. But regardless, there are six basic that every firm should track:

or Utilization

Effective (Blended) Rate

Margin

Days of unbilled fees (work in process)

Days of billed fees outstanding (accounts receivable)

Current performance should be compared to prior periods to determine if the firm's is improving, holding its own, or declining. It should be compared to the firm’s to determine if it is achieving its objectives. It should be compared to of similar firms. Doing so will most likely indicate areas that deserve attention and that represent lost opportunities.

While I have not included it among the basic , is still the primary factor correlating with per-partner income. For example, in a recent survey, the top performing 25 percent of midsized firms had 2.5 associates for every partner, compared with an average of 1.3 associates for all firms. The chart below appears in the Juris Law Firm Economic Survey of midsized firms for 2005. The chart clearly illustrates the dominant influence of on per-partner income.

If you need help computing any of the six basic , refer to the previous posts linked below:

 

 

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

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Filed under Benchmarking, Law Firm Bus Model, Leverage by Tom Collins

January 19, 2006

Blended Rates Can Play a Useful Role for Law Firm and Client

10:52 am

Playing off the lyrics of a Randy Newman’s song, I once wrote that "blended rates got no reason”. Blended rates never made sense to me. I just didn’t understand how they could benefit anyone.

 

I was recently in a law firm where some partners tended to make significant use of associates while others tended to horde the work. Some of the firm’s clients were paying for associates to do associate work. Others were paying partners to do the same level of work. The motive for hording work in this case was another illustration of the untended consequence of a . The originating attorney who did his or her own work made more under the compensation formula by not delegating their associate-level work. The client was incurring a higher cost than might have been necessary. The attorney doing his own associate-level work was not out stirring up more business. The firm had unutilized associate time, etc.

 

In this case, proposing a might add encouragement for the attorney to move work to the associate and spend more time looking for higher-valued work. The firm would increase its effective rates for associate work. The client would experience a lower cost. The attorney would devote more time to rainmaking. Everyone would be a winner!

 

Of course, an even better alternative would be strong . Without that, one has to constantly tweak the compensation formulas and pricing strategies to encourage good practices and discourage poor ones.
 

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Filed under Alternative Billing, Compensation by Tom Collins

January 6, 2006

Law Practice Business Model

12:24 pm
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