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Law Firm Marketing PlanWy’East Law Firm

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Table Of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . . 32.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . 32.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . 42.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . 5

2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . 62.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72.4 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 93.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.4 Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103.6 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . 103.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 11

4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 124.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 124.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155.1 Implementation Milestones . . . . . . . . . . . . . . . . . . . . . . . 155.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . 165.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 16

1.0 Executive Summary

Wy'East Law Firm (Wy'East) is a boutique technology law firm located in Boston, MA. Wy'East will be lead by Richard Bloom, a seasoned attorney previously with (name omitted)'s e-group. Wy'East will service all legal needs generated by technology firms, with specialization on mergers and acquisitions and qualified stock option plans. Wy'East handles both start-up and established companies.

In addition to Wy'East's technology practice, they will offer public interest legal work at subsidized rates. The technology practice will allow Wy'East to be able to provide public interest organizations legal help at the cost of overhead. All marketing efforts will be concentrated on the high technology customers. Because Wy'East will be providing public interest work at below market prices, there will never be a demand question nor a need to market the Wy'East to the public interest groups.

Wy'East will appeal to many high technology companies because of the level of experience and attention that they offer. Having spent three years practicing at a larger firm, Richard has quickly become an expert in most issues facing a high tech company. By opening his own firm, Richard will be able to offer a high quality service with a level of attention that the larger firms are unable to offer by virtue of their size. Additionally, because Wy'East is a smaller firm, their overhead is smaller than the larger firms. This cost savings is then passed on to the customer.

These different values that are offered to clients will help Wy'East quickly gain market share in this niche market.

2.0 Situation Analysis

Wy'East Law Firm is entering their first year of operation. A cohesive marketing plan is required to ensure future profitability. The basic market need is for an attentive, knowledgeable, specialized high technology law firm. Wy'East will meet this market need by creating a boutique law firm that specializes in the issues high tech firms face.

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2.1 Market Summary

Wy'East has gathered a fair amount of information about the common attributes of their prized customers. Wy'East will leverage this information to better understand who is served, their specific needs, and how Wy'East can better communicate with them.

Technology companies

Public interest organizations

Target Markets

Table 2.1: Target Market Forecast

Target Market ForecastPotential Customers Growth 2002 2003 2004 2005 2006 CAGRTechnology companies 9% 345 376 410 447 487 9.00%Public interest organizations 8% 278 300 324 350 378 7.98%Total 8.55% 623 676 734 797 865 8.55%

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2.1.1 Market Demographics

The profile for Wy'East Law Firm's customer consists of the following geographic, demographic, and behavior factors.

Geographic

• The immediate geographic target is the city of Boston with a population of 2.1 million. • A 50 mile geographic area is in need of the services. • The total targeted population is 623 companies.

Demographic

• Technology companies. • The companies range from two months to 10 years old. • Some companies are Internet based start-ups, some are established high tech companies. • Revenues range from $0 (angel and venture funded start-ups) to $30 million in revenue.

Behavior Factors

• Have special needs and seek out service providers that can address these special needs. • Their businesses are moving at light speed and their partners need to be able to operate at

a fast pace. • Are willing to pay top shelf prices for top shelf services.

Table 2.1.1: Target Market Analysis

Target Market AnalysisMarket Segments Characteristic Characteristic Characteristic Characteristic CharacteristicTechnology companies Deep Pockets Many Needs Local New or Ongoing Wy'East Markets for

ClientsPublic interest organizations Cash Strapped Single Issue Needs Local New or Ongoing No Marketing

Necessary

2.1.2 Market Needs

The Wy'East Law Firm will be providing its customers with high quality legal services and consultations for any issue a high tech company might face. Wy'East Law Firm seeks to fulfill the following benefits that are important to their customers.

• Selection- A wide range of services that are unique to a high tech company will be offered. • Attention- Wy'East will be able to offer the quality of legal analysis that is associated with a

large firm with the level of attention that is only available at smaller boutique firms. • Competitive Prices- With considerably lower overhead expenses compared to a larger firm,

Wy'East can offer large firm expertise at reduced prices.

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2.1.3 Market Trends

The market trend for law firms, particularly the larger ones that receive a major portion of their business from higher profile companies, is to create a specialist group within the firm to address these particular needs.

Since the recent Internet boom, there has been a significant increase in high technology and start-up legal work. Many of these firms, particularly the start-ups, have been well funded and want high-end, specialized legal services for their company. To meet these needs many of the larger firms have created a group within the firm that specializes in this type of work. This allows the larger firms to leverage the incredible amount of goodwill that they have developed in their firm name and parlay it into addressing the specialized needs of high tech firms. While this is good for the firms because it creates an appearance of specialization, which to a large degree is correct, unless you are Intel, IBM, or HP, the large firms are unable to give the level of attention that many companies, particularly start-ups require.

While some attorneys that have worked for the larger firms have then moved on to open up their own boutiques, this movement is somewhat small and unnoticed, to a large degree because these are just individuals or a couple of people so it tends not too have that large of impact on the local law community.

0

100

200

300

400

500

600

700

800

900

2002 2003 2004 2005 2006

Technology companies

Public interest organizations

Market Forecast

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2.1.4 Market Growth

The profession of law or more accurately the practice of law has always grown at or better than the general community. The economy does not seem to have that much of an effect on legal services. While lawyers often tend to be the butt of many people's jokes, the fact is that the practice of law is driven by American society, and the litigious nature of Americans. Certainly some lawyers tend to fuel this perception, but on a whole, lawsuits (or more generally the need for attorneys) occur because there is demand for the service. This is mentioned because people do not get more or less litigious depending on the economic climate, they seem to be litigious based on a societal enculturalization.

This is good news for attorneys who are looking for a relatively stable profession. With the recent Internet boom, there has been a significant increase in demand for specialized services such as corporate formation, qualified stock option plans, mergers and acquisitions, as well as shareholder lawsuits that attempt to pierce the corporate veil (attempting to hold the officers of a corporation personally liable).

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

Technology companies Public interest organizations

Target Market Growth

2.2 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses within the company, and describes the opportunities and threat facing Wy'East Law Firm.

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2.2.1 Strengths

• Strong relationships with many different high tech companies in the area. • A wealth of experience from years of practice in this field. • Low overhead that translates into savings passed on to the customers.

2.2.2 Weaknesses

• As a start-up boutique firm, Wy'East Law Firm lacks brand equity. • The first year of the business is the most tenuous due to availability of starting capital, yet

this will also be the most difficult time to pick up new clients. • The misperception of lack of stability or trustworthiness associated with a new company.

2.2.3 Opportunities

• A steady market and an explosive niche within the market. • Increased future revenues as more and more clients become stable, consistent customers. • Participating in a profession that is self-governing and shielded somewhat from competition

by the requirement of being licensed by the state bar association as well as the federal prohibition of anyone (including law students) offering legal advice if they are not an attorney.

2.2.4 Threats

• A slump in the high technology sector, possibly a fallout from the unbridled enthusiasm of the last several years.

• The entry of other firms into the boutique high tech niche.

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2.3 Competition

The technology law practice is fairly competitive in Boston. Most larger, more prestigious firms have attorneys that specialize in technology. Some smaller firms also have attorneys that do work for technology companies. Lastly, there are boutique firms, like Wy'East. As a service-based industry, the practice of law is driven significantly by personal relations and reputation. Potential clients choose attorneys based on reputation and who they are familiar with or are recommended to. Therefore, if the attorney is providing satisfactory or better service to a client, the client is likely to form a long lasting business relationship with that attorney and his firm.

Clients typically switch attorneys only if they are unhappy with their current attorney. New companies find attorneys through networking, who they know or who their friends know.

Wy'East has the advantage that when Richard left (name omitted) he brought 15 of his existing clients with him to Wy'East.

Table 2.3: Growth and Share Analysis

Growth and ShareCompetitor Price Growth Rate Market ShareDevil's Advocates $125 25% 47%Dreadnaught Legal Services

$115 20% 6%

Martin-Stoat-Weasel, Attorneys at Law

$120 15% 17%

Tyranasaurus Techs, J.D., PC

$105 5% 3%

Valois, Plantagenet, Burgundy and Coucy

$130 13% 26%

Wy'East Law Firm $100 25% 1%

Average $115.83 17.17% 16.67%Total $695.00 103.00% 100.00%

2.4 Services

Wy'East will provide law services to two different groups of customers.

1. Technology law services. Wy'East will provide legal services to high technology clients, start-up companies as well as established firms. While Wy'East excels in mergers and acquisitions as well as qualified stock option plans, Wy'East has experience in almost any legal field that tech firms encounter. These clients, billed at a reasonable rate, will subsidize the public interest clients.

2. Public interest law. Wy'East will serve regional public interest organizations, with a concentration on environmental and civil rights organizations. For most public interest organizations, good legal help is prohibitly expensive. By using technology clients to subsidize the cost of legal fees for public interest firms, Wy'East is able to make significant contributions back to the community.

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2.5 Keys to Success

The keys to success are:

• Professionalism. • Expertise. • Meeting the customer's needs to ensure cliente retention and referrals.

2.6 Critical Issues

Wy'East Law Firm is still in the speculative stage as a start-up organization. The critical issues that Wy'East faces are related to expansion. It is important for Wy'East to expand, not for the sake of expansion in and of itself, but because it makes prudent fiscal sense to. Wy'East will continue to take a modest approach to growing the business. Richard is thrilled to be working on his own, serving both high tech and public interest clients and is unlikely to do anything that will jeopardize his ability to enjoy his livelihood.

3.0 Marketing Strategy

Wy'East will be courting new technology clients through networking and advertisements in both the telephone directory and Internet Yellow Pages, Business Journal of Boston, and other technology specific regional journals such as the Software Association of Massachusetts's (SAM) newsletter. As stated earlier, Wy'East has a sufficient amount of business as of day one, however, more technology clients means the ability to perform more public interest work.

Richard will be attending the Boston Venture Group meetings as well as other informal gatherings of technology companies to network with the different technology firms in the region. These networking activities along with advertisements in appropriate media forms will allow Wy'East to steadily grow their list of clients.

3.1 Mission

The mission of Wy'East Law Firm is to provide the Boston community with technological and public interest legal guidance. We exist to attract and maintain customers and to support the public interest community. When we adhere to this maxim, everything else will fall into place.

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3.2 Marketing Objectives

• Increase the number of clients on retainer or who have a steady account by 4% per quarter.

• Decrease the customer acquisition costs by 8% per year. • Continue to build the reputation of Wy'East as the premier high tech boutique law firm

serving the Boston area as well as a highly regarded public interest law firm.

3.3 Financial Objectives

• Increase profit margins by 5% a year. • Increase the amount of high tech business by 10% a year, allowing Richard to perform

more public interest work. • Continue to decrease the variable costs associated with serving each client.

3.4 Target Marketing

Wy'East's customers can be divided into two groups, technology firms and public interest organizations.

1. Technology firms. New clients are likely to be from small sized technology firms or start-up companies. The reason for this is that the larger tech firms usually will go with one of the larger law firms in town because they typically have a lot of legal work and a large firm can offer them a wide range of services and do all of the different types of work that is needed. This type of customer sees an advantage for one firm handling all of their needs, and rightfully so. A smaller size company has fewer overall legal needs and can be serviced by a boutique firm. A start-up might also be attracted to Wy'East because of Wy'East's willingness to accept equity as partial payment for services rendered. Clients that were brought over to Wy'East from Richard's old firm are typically small firms, but there are a few larger companies that are using Wy'East for some of their services and kept some of their other work at (name omitted) where Richard practiced before.

2. Public interest organizations. These clients will be diversified, some are environmental organizations, others are civil rights groups. While some public interest organizations receive their legal services for free (pro bono) from some attorneys, there is an extreme shortage of legal help for these organizations. Therefore, it is quite attractive to these organizations to have the possibility of receiving top tier legal help at a significantly subsidized rate. Attracting these clients will not be the problem, the difficulty will be for Richard to select which organization will receive his help.

Wy'East will be targeting high technology companies for two reasons.

• Although the economy has taken a recent nose dive, particularly technology firms, technology is still a growing sector of the economy. This is evidenced by the fact that 17 out of the top 25 fastest growing companies according to The Business Journal of Boston are technology firms.

• Technology is Richard's area of expertise. Richard practiced law at one of the top three law firms in Boston and was in their e-group, concentrating on technology firms. Richard's experience coupled with his network of colleagues within the industry makes technology firms quite attractive customers.

Wy'East will be targeting public interest organizations for one simple, altruistic reason, a desire to give back to the community. Public interest work is inherently altruistic to some degree. Generally,

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the person performing the work receives a good feeling for their contribution, but in today's capitalistic society, someone who donates their time at far below market wages should be considered altruistic.

3.5 Positioning

Wy'East Law Firm will position itself as the premier boutique law firm serving Boston's growing high technology sector companies. Wy'East will leverage their competitive advantages to achieve this positioning:

• Experience- Richard brings to Wy'East three years of practicing technology law at one of the top three firms in Boston. Reputation carries a lot of weight and Richard's time at (name omitted) means a lot in the Boston legal community and is very attractive to prospective clients. Additionally, beyond the reputation of working for a coveted firm, is the fact that the three years spent at (name omitted) provided Richard with big name clients that look very good on an attorney's resume.

• Specialization- As a boutique firm that concentrates on technology companies, Wy'East is in a desirable situation in that its knowledge base is considerably specialized relative to other firms that practice a wide range of law. Richard would rather his company be expert in one field, than be merely competent in many.

3.6 Strategy Pyramids

The single objective that Wy'East pursues is to achieve the image of a high-end high technology law firm, rapidly increasing market penetration within three years. The marketing strategy will seek to create customer awareness regarding the services offered, develop the customer base, and work toward building customer loyalty and referrals. Wy'East seeks to communicate it marketing message through several different methods. The first method is through the use of networking. In a close knit community, networking is a very powerful communications tool. Having practiced in this community for three years, Richard has developed an extensive "Rolodex" of contacts. Richard will leverage these contacts to generate visibility for his company,

A second method of communication is advertising. The advertising will take several different forms. The first form is the simplest, Yellow Pages ads in the regional telephone directories and on Internet. These ads will, in essence, announce to everyone who is interested Wy'East's existence and service market niche. The second form of advertisements will be in the Business Journal of Boston, a well respected business journal for the community. Within this journal is the Who's Who in Boston index and a calendar of all the most current local business events.

The last method of advertising is with the Software Association of Massachusetts (SAM), this association is an active organization that is acting as a cheerleader and band leader for the software/high technology community in Massachusetts.

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3.7 Marketing Mix

Wy'East's marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion, and customer service.

• Pricing- The pricing scheme will be either an hourly rate or a monthly retainer fee. These fees will be a bit better priced than the larger firms which compete in this market space.

• Distribution- Wy'East's services will be distributed out of their centrally located office space. �

• Advertising and Promotion- The most successful efforts will be advertising with industry specific periodicals as well as a networking effort.

• Customer Service- Richard will ensure that the customer's expectations are always exceeded. Richard firmly believes that this is the only way to operate a business.

3.8 Marketing Research

During the initial phases of the marketing plan research and writing, Richard developed two different surveys that were distributed to officers in high technology compamies. The surveys explored how the companies choose legal counsel. Specifically, what factors were instrumental in choosing a service provider, what factors caused them to sever the professional relationship in the past, in what areas could their attorneys improve, and what are some unmet needs.

The surveys were developed with the help of a graduate student in probability and statistics, ensuring the validity and usefulness of the surveys. Richard received a 60% return rate with a lot of thoughtful comments attached. Part of the explanation for the good results was a well written and administered survey. The other reason for success is that Richard knew a lot of the people that participated so they went out of their way to assist him.

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4.0 Financials, Budgets, and Forecasts

This section will offer a financial overview of Wy'East Law Firm as it relates to the marketing activities. Wy'East will address break-even analysis, sales forecast, expense forecast, and how these link to the marketing strategy.

4.1 Break-even Analysis

The break-even analysis indicates that $12,500 is needed in monthly revenue to break-even.

($15,000)

($10,000)

($5,000)

$0

$5,000

$10,000

$15,000

$0 $4,200 $8,400 $12,600 $16,800 $21,000

Monthly break-even point

Break-even point = where line intersects with 0

Break-even Analysis

Table 4.1: Break-even Analysis

Break-even Analysis:Monthly Units Break-even 125Monthly Sales Break-even $12,531

Assumptions:Average Per-Unit Revenue $100.00Average Per-Unit Variable Cost $0.25Estimated Monthly Fixed Cost $12,500

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4.2 Sales Forecast

The first month will be spent setting up the office, including a conference room and all of the computer equipment. During the first month Richard will also be serving some existing technology clients and some public interest clients. Wy'East projects that if it spends 1/3 of the time on the technology clients, that that would sufficiently subsidize the public interest clients so they would only have to cover overhead expenses.

By month six, Richard will again begin actively soliciting new clients. Between month one and six he will continue networking, though will not be actively seeking customers until now. From month seven on and there will be a slight increase in clients taken aboard. There will be only a slight increase so as to create very solid relationships with the new and existing clients. Richard will be very cognizant of the possibility of growing too fast and not being able to offer the same quality service to his clients.

$0

$5,000

$10,000

$15,000

$20,000

$25,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Technology companies

Public interest organizations

Monthly Sales Forecast

Table 4.2: Sales Forecast

Sales ForecastSales 2002 2003 2004Technology companies $174,223 $189,525 $195,747Public interest organizations $16,836 $22,578 $24,547Total Sales $191,059 $212,103 $220,294

Direct Cost of Sales 2002 2003 2004Technology companies $0 $0 $0Public interest organizations $0 $0 $0Subtotal Cost of Sales $0 $0 $0

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4.3 Expense Forecast

The marketing expenses are to be budgeted so that they are higher during the first quarter in order to generate visibility as a start-up company. The expenses will settle back down through the summer, and then in the fall they will ramp up again.

$0

$200

$400

$600

$800

$1,000

$1,200

$1,400

Networking activities

Yellow Pages advertising

Business Journal/ assorted newsletters

Monthly Expense Budget

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2002 2003 2004Networking activities $3,600 $3,800 $4,200Yellow Pages advertising $3,600 $3,600 $3,600Business Journal/ assorted newsletters $6,500 $7,500 $8,500

------------ ------------ ------------Total Sales and Marketing Expenses $13,700 $14,900 $16,300Percent of Sales 7.17% 7.02% 7.40%Contribution Margin $177,359 $197,203 $203,994Contribution Margin / Sales 92.83% 92.98% 92.60%

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5.0 Controls

The purpose of this marketing plan is to serve as a guide for the organization. The following areas will be monitored to gauge performance:

• Revenue- monthly and annual. • Expenses- monthly and annual. • Repeat business. • Customer satisfaction.

5.1 Implementation Milestones

The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget.

Formal formulation of the marketing strategy

Office set up

Tentative agreement for representation of several hi-tech companies

Advertising campaign #1

Advertising campaign #2

Networking activities

Milestones

Table 5.1: Milestones

Milestones PlanMilestone Start Date End Date Budget Manager DepartmentFormal formulation of the marketing strategy 1/1/02 2/1/02 $0 RichardOffice set up 1/1/02 2/1/02 $0 RichardTentative agreement for representation of several hi-tech companies

1/1/02 2/1/02 $0 Richard

Advertising campaign #1 1/1/02 6/30/02 $3,000 RichardAdvertising campaign #2 7/1/02 12/31/02 $3,500 RichardNetworking activities 1/1/02 12/31/02 $3,600 RichardTotals $10,100

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5.2 Marketing Organization

Richard will be primarily responsible for the marketing activities. Richard will outsource the creative work.

5.3 Contingency Planning

Difficulties and risks:

• Problems generating visibility. • A major, unexpected change in the economic market.

Worst case risks may include:

• Determining that the business cannot support itself on an ongoing basis. • Having to liquidate office equipment to cover liabilities.

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Table 4.2 Sales Forecast

Sales Forecast PlanSales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecTechnology companies $0 $8,005 $9,514 $13,587 $16,547 $16,854 $17,001 $17,525 $18,547 $18,752 $18,887 $19,004Public interest organizations $0 $1,100 $1,200 $1,500 $1,545 $1,584 $1,584 $1,654 $1,666 $1,548 $1,741 $1,714Total Sales $0 $9,105 $10,714 $15,087 $18,092 $18,438 $18,585 $19,179 $20,213 $20,300 $20,628 $20,718

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecTechnology companies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Public interest organizations $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal Cost of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Appendix: Wy'East Law Firm

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Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecNetworking activities $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300Yellow Pages advertising $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300Business Journal/ assorted newsletters $600 $600 $600 $600 $300 $300 $300 $300 $650 $700 $750 $800

------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------Total Sales and Marketing Expenses $1,200 $1,200 $1,200 $1,200 $900 $900 $900 $900 $1,250 $1,300 $1,350 $1,400Percent of Sales 0.00% 13.18% 11.20% 7.95% 4.97% 4.88% 4.84% 4.69% 6.18% 6.40% 6.54% 6.76%Contribution Margin ($1,200) $7,905 $9,514 $13,887 $17,192 $17,538 $17,685 $18,279 $18,963 $19,000 $19,278 $19,318Contribution Margin / Sales 0.00% 86.82% 88.80% 92.05% 95.03% 95.12% 95.16% 95.31% 93.82% 93.60% 93.46% 93.24%

Appendix: Wy'East Law Firm

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