How to Tell Clients You’re Raising Rates

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The sun rises in the east and sets in the west. And law firms raise their rates.

Clients expect rate increases. But how your client responds is highly dependent on the nature of your relationship and where you stand within their hierarchy of law firms. Raising rates, and the discussions around them, can test the best of relationships.

The most client-savvy partners do 6 things:

Reframe the conversation toward your client instead of rates

Alter the conversation. This is an ideal time to direct the conversation toward value and your commitment to help:

  • Review and update major matters to ensure they have the best staffing and teams for where the matters are currently.

  • Make specific suggestions to streamline the work process.

  • Ask if they want a change in staffing strategy. Do they want more partner-heavy or associate-heavy teams? And, explain the impact of each.

  • Confirm current goals and objectives and how they might have changed.

  • Offer a new, comprehensive update for major matters, along with a budget status.

  • Provide an estimate to complete. (An estimate to complete assesses resources and time needed to meet objectives based on all known information to date.)

  • Suggest a relevant CLE you can deliver designed to their specific needs.

Tell clients as early as possible—way before January

Your clients submit the first draft of next year’s budget in June. They revise it in September. Announcing your rate increases after these dates makes you late. It shows you don’t understand the client’s budgeting cycle and makes them more resistant—especially because they may have to adjust their own plans.

Do it in person with major clients

You are changing the value proposition. Rates run through the veins of the relationship. You have a relationship—not a transaction. Clients expect interaction, dialogue, and personal attention. You are least likely to get resistance when you have the in-person discussion. Clients will give it more thought and consideration.

Maintain meaningful, active dialogue all year

Talk to your clients all the time. About matters, their issues, results of matters, and value. This dialogue gives you a natural springboard to discuss almost any aspect of the relationship. Your client is more likely to understand and accept the rate increase because you have a strong relationship—not a series of transactions.

Telephone can work but brings risk of negotiation

Informing clients of your rate increases by telephone brings the greatest risk of entering a negotiation. People are more candid on the telephone and more likely to be direct. They may start telling you why it doesn’t apply, they don’t have the budget, or it’s just too much. Whatever the reason, you are now negotiating. Know your limits before calling; understand what you can offer to help soften the blow—a series of CLEs or training for their staff. Or, ask your COO/Executive Director for help or to negotiate—they are dispassionate, yet want to make a client happy.

Don’t blame anything or anyone

Don’t blame increasing costs (especially salaries), inflation, the economy, or other external factors. Especially avoid telling clients the firm has to increase profits per partner to attract the best lateral partners (yes, partners really do this). Clients see these as your internal issues, not theirs.

In addition, blaming suggests a lack of conviction about the rate increase. This serves to undermine any perceived value and shows less investment in the client. It may also invite a negotiation.

We recommend firms train their partners using role-playing and mock discussions to prepare for their larger clients.

Your approach to raising rates says as much about your client relationships as any other substantive client communication. The more connected the communication—the better the relationship—the better the discussion.


Score One for Law Firms Over ALSPs


It takes savings of at least 24% to get an executive to even entertain switching providers. You can offer these savings in time or money—but if it doesn’t meet the 24% threshold, you are toast.

How ALSPs Negate Their Own Savings

ALSPs offer raw savings but are getting killed in the client experience. Top legal decision makers report ALSPs are difficult to deal with, deliver a clunky experience, and haven’t embraced client service. And, it’s all about the experience. Any breakdown in client experience costs top legal decision makers their most expensive resource—their time—immediately negating all those cost savings.

Law Firms Beat Out ALSPs in Client Experience

Top legal decision makers, at least the 40% or so who report experience with an ALSP, rank their user experience a 7.2—a good solid C+. These same decision makers say a good primary law firm is ranked an 8.7, while an average law firm earns an 8.2—both well above any ALSP. Only 11% rate their ALSP experience a 10 out of 10, while 50% rate their experience at 7 or below.

The minimum acceptable client experience in the legal world is 8.1. The math isn’t quite working in favor of ALSPs—yet. It’s difficult for clients to see the benefits in the absence of a smooth experience. The clunky ride cloaks everything the ALSP does. Clients tell us the major issues making the client experience rough include:

  • Lack of a single point of contact

  • No clear project leader

  • Continuing stream of change orders

  • Lack of updates and status reports

  • Staff turnover

  • Different interpretations of due dates and deadlines

But the Game Is Still in the Early Stages

ALSPs have been busy perfecting their processes and technology. They realize their market breakthroughs will come from a combination of savvy market development and a good, if not superior, client experience.

The message to law firms is clear: You can only keep the ALSPs at bay if you have the edge in the client experience—or develop your offerings. At some point in every B2B market, client experience rules. We recommend starting the continuous improvement process now—while you still have a substantial lead.


9 Trends Changing the Litigation Market


Clients are completely reassessing how they hire law firms and their strategy for moving forward. This reboot can be your best friend—but only if you make the trends work for you. Here are the most important 9:

  1. Litigation spending on outside counsel is up 6% since 2018—in-house departments are not designed for the volatile nature of the workload and risk

  2. Clients expect spending per matter to go up—although they expect the tide of matters to slow, the number of high-risk matters is driving spending per matter up

  3. Clients continue to add new law firms to their rosters in hopes of finding what they want—they have new expectations based on substantial changes in their caseloads

  4. Companies with bet-the-company work virtually double—the financial exposures are creating a new category of bet-the-company work

  5. 5 out of the 6 major litigation segments will see new spending—clients see few sources of spending reprieve

  6. Clients expect to settle 25% more cases than they settled in the last 2 years—the bright note for clients: they are becoming more skilled in settling the surge of new complex matters

  7. Class Action rates are likely to rival bet-the-company rates—the risks in class actions are growing faster than almost any other segment

  8. High Tech companies are bracing for the biggest increases in high-risk and bet-the-company litigation—they expect increases in IP Litigation spending, major supply chain issues, and intense public and government scrutiny

  9. Commercial Litigation is expected to surge in 6 industries—while the litigation pressure is largely across the board, 6 of the largest-spending industries will see the biggest increases

The outside counsel spending increases far outpace increases in clients’ total budgets. This means one thing—any work not in the high-risk category is going to get squeezed. Bring out your best AFAs for the rate-sensitive work. Knowing the nature and scope of the work is the key to pricing and pitching—an advantage for existing law firms. If you are working with a new prospective client, an initial planning session will tell you what you need to know—and differentiate you from most other law firms.

Clients are searching for the right law firms right now. Join the more than 100 law firms already using BTI Litigation Outlook 2020: Changes, Trends and Opportunities for Law Firms and see for yourself how and why clients are hiring for the best litigation opportunities to come along in years.


Law Firms Leading in 5 Areas of Litigation—and the Market Drivers


Litigation spending is in its 3rd year of an upward march. Corporate counsel are spending more on outside counsel. Much more. And a big portion is earmarked for new, complex, high-risk matters—meaning these are real opportunities to get your foot in the door. The Powerhouse and Standout law firms in the links below are the firms corporate counsel tell us they are turning to for their most pressing litigation needs in 2020.

Complex Commercial Litigation Outlook: The Powerhouse and Standout Firms

One of the fastest growing practices in 2020. Clients anticipate spending more in spite of an expected slowdown in matters. Clients are seeking firms who understand complexity and how it can grow.

Class Actions Outlook: The Powerhouse and Standout Firms

Clients expect big increases in spending and even bigger increases in uncertainty. They are getting pickier about who they want defending them.

IP Litigation Outlook: The Powerhouse and Standout Firms

Clients expect bigger, more complex matters to dominate their case load in 2020. Top legal decision makers expect more focus on technical issues than in the past.

The Product Liability Outlook: The Powerhouse and Standout Firms

Spending is up, pricing is getting stronger, and the number of companies facing product liability is down. The claims are getting bigger as plaintiffs focus on more complex products. Clients want firms who can size up the exposure and create a fee accordingly.

Labor and Employment Litigation: The Powerhouse and Standout Firms

Clients are enjoying a continuing stream of innovation on all fronts including work process, staffing, pricing, and technology. And each change is bringing more value. Despite this, clients expect to spend more.

Learn exactly when, where, and how you can immediately gain new business from one of the best litigation opportunities to come along in years. Clients face more new cases, more complex cases, and are searching for the right law firms. Join the more than 100 law firms using BTI Litigation Outlook 2020: Changes, Trends and Opportunities for Law Firms to their immediate advantage, available now.

23 Best of the Best Law Firms in Class Actions

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Class Actions show big increases in spending and bigger increases in uncertainty. Plaintiff attorneys are becoming ever more aggressive while defendants are spending more to mount their defenses. Clients are getting pickier about who they want defending them—based more and more on their understanding of the hidden risks which are becoming a part of every large Class Action. Join us in congratulating the Powerhouses and Standouts: 

Powerhouses                                                                                Standouts

Jones Day Arnold & Porter
Littler Barnes & Thornburg
Mayer Brown Benesch
Morgan Lewis Carlton Fields
DLA Piper
Faegre Baker Daniels
Gibson Dunn
Hogan Lovells
Kirkland & Ellis
Latham & Watkins
Ogletree Deakins
Reed Smith
Sheppard Mullin
Winston & Strawn

Learn more about the firms clients singled out for Class Action prowess in the newly released BTI Litigation Outlook 2020.

Best of the Best Law Firms in Complex Commercial Litigation


Complex Commercial Litigation is projected to be one of the fastest growing practices in 2020. Clients anticipate spending more in spite of an expected slowdown in matters—resulting in more spending per matter. Increased uncertainty in financial exposure, chances of pile-on litigation, disrupted supply chains, and growing public outcry over product liability are driving the trends. Join me in congratulating the firms clients see as Powerhouses and Leaders:                                                                           



Learn more about the firms clients singled out for Complex Commercial Litigation prowess in the newly released BTI Litigation Outlook 2020.

15 Best of the Best Law Firms in Employment Litigation 

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Clients are enjoying a continuing stream of innovation on all fronts including work process, staffing, pricing, and technology. And each change is bringing lower pricing and more value. Despite this, clients expect to spend more as the exposure to potential damages becomes less certain and much bigger. The Powerhouses and Standouts include many of the most innovate firms:

Powerhouses                                                                                Standouts

Jackson Lewis                                                                               Drinker Biddle
Littler                                                                                              Epstein Becker Green
Ogletree Deakins                                                                         Fisher Phillips
Seyfarth Shaw                                                                              Holland & Hart
                                                                                                      Husch Blackwell
                                                                                                      Jones Walker
                                                                                                      Morgan Lewis
                                                                                                      Paul Hastings
                                                                                                     Porter Wright
                                                                                                      Sheppard Mullin
                                                                                                      Warner Norcross + Judd

Learn more about the firms clients singled out for Employment Litigation prowess in the newly released BTI Litigation Outlook 2020.

15 Best of the Best Law Firms in IP Litigation

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Clients expect bigger, more complex matters to dominate their case load in 2020. The bulk of the matters and spending are clustered at the larger companies. Join me in congratulating the Powerhouses and Standouts in IP Litigation:

Powerhouses                                                                              Standouts

Fish & Richardson Barnes & Thornburg
Morgan Lewis Cooley
Quinn Emanuel Urquhart & Sullivan Covington
DLA Piper
Kilpatrick Townsend
King & Spalding
Mayer Brown
Morrison & Foerster
Patterson Belknap
Wilson Sonsini Goodrich & Rosati

Learn more about the firms clients singled out for IP Litigation prowess in the newly released BTI Litigation Outlook 2020.

16 Best of the Best Law Firms in Product Liability

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Spending is up, pricing is getting stronger, and the number of companies facing product liability is down. This translates into more spending per matter and a bigger risk of loss for clients. Product liability is one of the most competitive segments of litigation—meaning clients have their pick of the litter in law firms. Please congratulate the Powerhouses and Standouts:

Powerhouses                                                                               Standouts

Dentons                                           Arnold & Porter                                            
Shook, Hardy & Bacon                                                              Barnes & Thornburg
Faegre Baker Daniels
Greenberg Traurig
Jones Day
Mayer Brown
Morgan Lewis
Norton Rose Fulbright
Seyfarth Shaw
Tucker Ellis
Wheeler Trigg O’Donnell

Learn more about the firms clients singled out for Product Liability Litigation prowess in the newly released BTI Litigation Outlook 2020.

What the 26 Firms in the BTI Power Elite Do Differently

Aggressive client-facing initiatives—the one reason why 15 firms are new to the BTI Power Elite 2019. These firms are acting on a targeted set of high-impact strategies—with teeth behind them. The BTI Power Elite are driving their client service and client development initiatives further than all other law firms. This includes:

Adopting and posting relationship strength and client service performance indicators

The firms with the best client relationships rely on powerful indicators to track strength and momentum. These indicators include:

  • Client service performance—quantitative and qualitative measures—including BTI’s 17 Activities Driving Superior Client Service

  • Net effective billing rate by client (total fees collected by total hours billed)

  • Client retention annually for each major client

  • Annual and 3-year growth for each major client

  • New business generated from each existing major client

  • Number of practices delivered

  • Meetings to discuss issues outside of current work

  • Self-assessment by the lead relationship partner

  • Number of new client needs

  • Number of unsolicited proposals submitted

  • Net effective rates from unsolicited proposals

These indicators look at the client relationship from all angles, including client service and business development. BD is important because the best relationships grow. The financial indicators are essential as you make more money, and enjoy the higher productivity, resulting from strong relationships. An increasing net effective rate can also be a leading indicator of a strengthening relationship.

Training in client relationship development

The BTI Power Elite don’t leave much to chance. These firms train their attorneys in client service—some splitting into beginners and advanced. In most firms, attorneys learn from each other—but training ensures all the attorneys are working with the best knowledge base and strategies.

These same firms also train their attorneys in business development. BD skills not only generate revenue, they also build client relationships and keep competitors out.

Adopting client service standards across the firm

Client service standards define how attorneys interact with clients. These are the rules of client engagement. The standards govern communication, project management, client visits, and the steps to take to better understand your client’s business. These standards define excellent performance for all to understand—including clients. Client feedback is the most effective tool in serving as the basis for developing client service standards—this ensures the standards speak to client expectations and demands.

Enforcing client service standards in a meaningful manner

Client service standards are just nice promises without a meaningful commitment to meet these standards. The typical BTI Power Elite firm has tools to enforce the client service standards including:

  • Self-reporting of the activities and deadlines defined by the standards

  • Internal publishing of activities

  • Client feedback to rank firm performance in the client service standards

  • Performance audits by attorneys and/or staff

Advanced client teams

The BTI Power Elite rely on highly developed client teams going beyond the typical client team. These advanced teams develop long and short-term client plans. The team has a clear leader accountable to the client, with designated lieutenants.

The client is part of the team—providing input into certain aspects of the plan such as staffing, strategic objectives, budgets, billing protocols, communication protocols, and defining business risk. Larger clients also take part in law firm led strategic planning for the legal department. The best firms deliver all this in a coordinated, highly orchestrated manner. Everyone works together.

Large-scale systematic client feedback

The typical firm leader conducts an average of 12 client interviews per year. The BTI Power Elite firms conduct between 30 and 150 or more. One conducted 40 interviews at a single client. Client feedback doesn’t just inform—it drives action, improves performance, and engages clients. The benefits of larger-scale client feedback initiatives are vast. They include:

  • Generating ⅓rd more business per client with their top 50 clients than other firms

  • 35% higher client retention

  • More than double the fees from a single client

  • 7% rate premiums across all staff levels

Adopting and training attorneys in client communication protocols proven to improve relationships

You can’t have a strong relationship without strong client communication. These firms define the most critical aspects of client communication including:

  • Matter start up

  • Scope changes

  • Budget changes

  • Staff changes and additions

  • Invoicing

Your communication around these issues can make or break any client relationship. These firms provide sample dialogue, case studies, mock client discussions, and tools such as meeting outlines to ensure meaningful and timely client communication. This robust communication drives client confidence and, in turn, drives higher rates and stronger relationships.

Using activity-based metrics in addition to quantitative metrics to change and improve partner tactics to build deeper client relationships

Activity-based metrics define behaviors known to produce good outcomes. Examples of activity-based metrics include:

  • In-person client meetings to discuss issues

  • Taking a client facility tour

  • Offering unsolicited proposals

  • Conducting CLEs

An activity-based metric ensures attorneys are engaged in the most effective and impactful behaviors. We recommend providing a menu of proven activities and ask each attorney to pick 2 they are comfortable with. Provide the training and the tools, ensure the attorneys implement in a timely manner at 2 of their top clients—and watch client relationships start to strengthen and grow.

Adopting any of the strategies above improves client-facing performance. You are best served by investing big in a smaller, but targeted list. Each of the strategies above brings big impact. Not every firm in the BTI Power Elite is doing everything here, but each is deeply invested in a few strategies—and a few is all it takes. Learn more about these firms in the newly released BTI Power Rankings: Client Relationship Scorecard.

We have advised, designed, and helped implement some of the best client relationship-building programs in the world. I am happy to talk these through with you.


CMOs Stress Levels Surge


CMO Stress Levels Surge

Business is good. The best it’s been in recent memory. So, what’s the worry?

2019 marks the first time a large number of CMOs tell us the external factors are just as stressful as the internal issues. These law firm marketing leaders see outside threats and opportunities as being equal to the challenges within their firms.

My 30 years’ experience shows strategic changes are afoot when external and internal issues equalize. Let’s start with the newest and fastest growing stressors:

The Stress of the Future Soars

Perceived threats from The Big 4 moving into law (EY, PwC), legal technology, AI, and retaining clients caused an 8-fold increase in worries about the future. In fact, the future has become the top stressor. 24% of CMOs, up from only 3% last year, say the stress comes from their law firms’ apparent lack of concern about these issues. These CMOs don’t see a plan or anyone working on a plan with any sense of urgency. They see clear and exposed threats, and feel as if they, alone, are concerned about these issues.

CMO Workload

Just over 23% of law firm CMOs say workload is growing faster than their staff can scale. This is up from 20% last year. It seems business growth is driving new demands and needs—causing clients to hire new law firms. This brings more RFPs—especially in the Am Law 100. And, almost all law firms are changing their approach to marketing. The added coaching, staff training, and planning for new strategies are additive to the everyday job responsibilities for a CMO—pushing stress levels higher.

And Those Empty CMO Slots Are Causing Undue Stress

A number of high-profile law firms are operating without CMOs, Kirkland and Debevoise to name a couple. While it doesn’t impact current CMOs directly, it raises the open question of the need for CMOs in law firms. This is causing stress as it strikes at the existential need for such a role.

Some law firms like to give the impression they don’t have a CMO, but somebody is running the Marketing and BD show. These firms attract some good press and in an odd twist, attract a large number of good CMO candidates who want roles at firms with empty slots. Expect these roles to be filled—and a few more to open up.

Show Them the Money

15% of CMOs feel serious pressure to show their value. These CMOs are often forced to rely on murky metrics and face partners who take credit for any marketing wins. An over-focus on results leads to demoralization, stress, and burnout. It also prevents strategic thinking. Not good for these CMOs or their firms.

Not Worrying Causes CMOs to Worry

Complacency is the leading cause of sleepless nights for 20% of CMOs. They see lack of urgency spreading as their firms enjoy increases in business. Profits are strong, so there is little motivation to make things better. These CMOs tell us their firms believe strong profits cure all ills and prevent future problems—or at least underpin a lack of concern for future problems. 

CMOs give advice on how to deal with stress and pursue opportunity here. It’s worth another read and helps put things into context. And as any stress management teacher will tell you, stress is a sign you recognize something has to change—and can be helpful to our firms and ourselves when managed well. It’s not always easy to frame it this way—but it helps to remember.


Based on our survey of more than 160 marketing leaders, conducted between November 2018 and June 2019.

Here's Exactly How the Raytheon UTX Deal Impacts Every Single Law Firm


Deals are getting bigger than anyone is thinking about. Way bigger.

Older established companies—Raytheon, UTX, Fiat Chrysler, and Renault come to mind—now see M&A as only 1 of a small number of strategies to drive growth, reduce costs, create the necessary scale to compete, or take on the massive R&D risk to develop transformational products. This is part of the new world order.

Newer companies—Amazon, Apple, Facebook, and QUALCOMM—look to M&A to position themselves for the future. These companies don’t let size faze them. They may face strong political headwinds, but these organizations are smart and relentless. The headwinds just add to the complexity—making these deals high risk even if they are not mega-sized.

Clients believe only a handful of law firms are truly positioned to handle the size, scale, and complexity these deals bring. Ultimately, clients see the field of law firms able to play lead counsel on these deals as small—maybe 12 to 20 players total.

The Titan Deal Firms (TDF) will configure themselves, build the infrastructure, and staff up for the biggest deals to come. And, they will hunt this work down around the world. The successful TDFs will enjoy premier branding to attract inbound leads. TDFs will learn to hone their business development skills to position themselves to be hired 6 months before clients seriously start acting on any deal—which is how most M&A hires are made.

We also see this happening in the Private Equity world. Deals are getting bigger and more capital is being put to work. These shifts in deal size lead to unprecedented opportunity for law firms of all sizes and stature.

Great News for All Other Firms

As law firms in the M&A space migrate to the Titan deals in the market, there is unprecedented opportunities for new players to get into this lucrative space. Firms outside the mega-deal firms will win big. These firms will take on the deals the TDF firms leave behind or refer out. All firms will move up and have access to larger deals as they step in to fill the void in the market. The real winners will start to position themselves now—changing their pitches to engage large clients in dialogue about M&A. You can follow the playbook:


I also recommend revisiting your strategic plans for M&A. The successful firms, the ones able to fill the void (and the TDFs) will design their strategy, resources, metrics, and goals to drive success. This includes deep and penetrating feedback on how clients are planning their M&A—as your clients are key drivers in your success.

There are few opportunities to witness, never mind participate in, a fundamental redefinition of the market. There is little downside risk for anyone with (or who wants) a meaningful M&A practice. The upside is enormous—and you can say you were there.

Congrats to Shearman & Sterling and Wachtell on their roles in the market-defining deal between Raytheon and UTX. And look for more to come.

Best of luck in the market ahead.


Clients Rank EY Law in Top 25% of Law Firm Brands


Another first—a milestone for the Big 4 as well as law firms. 694 top legal decision makers rank the EY Law brand number 138 out of the 650 legal providers serving large clients in the US. Deloitte also makes a noteworthy appearance and is ranked in the top 35%. What makes these results even more significant is the rankings are all based on unprompted, open-ended responses from corporate counsel. BTI’s methodology does not probe on the names of specific legal providers and law firms cannot refer clients to be included in this research. Every law (or Big 4) firm earns its ranking on its own brand strength.

This ranking serves as another barometer of the Big 4 firms gaining traction in practicing law. EY Law’s brand performance is driven by the firm’s work with larger organizations—many of whom use EY Law outside the US. These clients don’t see the name, or experience, with EY Law as new.

EY Law is hitting the driving attributes clients use to assess law firms. Corporate counsel recommend the firm to peers and keep EY Law on their short list. These top legal decision makers note EY Law for its continuing innovation, tech savvy, and its efforts to improve the client experience—one of the most influential brand attributes. The only attribute the firm has yet to establish itself is as a bet-the-company firm. 

The Big 4 joining the ranks of best-branded law firms is only one of many changes in brand and client perception of law firms—all of which drive clients’ decisions to hire one law firm over another. You can see the other changes in the 9 key attributes driving law firms brands and hirability here:

Fewer Premium Worthy Law Firms

Clients’ Short Lists Get Longer

Fewer Bet-the-Company Law Firms

Clients See Fewer Movers and Shakers

Clients Say Tech Savvy Harder to Find

More Law Firms Making Changes to Deliver More Value

Clients See a Few Firms as Long-Term Leaders

More Law Firms Earning Client Recommendations

Fewer Firms Improving the Client Experience


You can learn more about these insights and detailed changes in your firm’s brand in the newly released BTI Brand Elite 2019: Client Perceptions of the Best-Branded Law Firms, available for purchase now.


Clients See a Few Firms as Long-Term Leaders

Clients keep a distant eye on law firm mergers—and have bias for firms who will emerge the winners—especially for big, and potentially long, litigation or regulatory work. Every client knows a merged firm can become conflicted—and this means work for the client. Top legal decision makers name 28 fewer law firms to the list than last year as survivors—firms who will emerge as the leaders over the long term. Note how the Best of the Best also match the firms law firm leaders believe will emerge as long-term leaders.

Please join us in congratulating the brands clients say will be among the last firm standing:

Best of the Best

• Baker McKenzie
• DLA Piper
• Jones Day
• Latham & Watkins
• Skadden


• Cooley
• Cravath, Swaine & Moore
• Dentons
• Gibson Dunn
• Greenberg Traurig
• Hogan Lovells
• Kirkland & Ellis
• Mayer Brown
• Morgan Lewis
• Norton Rose Fulbright
• Sidley
• Sullivan & Cromwell
• Wachtell, Lipton, Rosen & Katz
• White & Case

Clients See Fewer Movers and Shakers

After a solid 6 years of increase, clients see fewer law firms moving and shaking. Clients tell us more law are doing the same new things—making it less innovative. Overall, the number of law firms clients see as movers and shakers dropped 4.2%.

Clients named 3 fewer firms to the Best of the Best list and 9 fewer in total. This innovative attribute measures those adding value by delivering services or behaviors others do not.

Please join us in congratulating this year’s innovative movers and shakers:


Learn what it takes to be a mover & shaker in the new BTI Brand Elite 2019: Client Perceptions of the Best Branded Law Firms.