Being the fifth website to be reviewed in this series, a pattern is emerging – websites belonging to the big players tend to be stronger on content and design, but usability lags significantly behind. Perhaps this is a reflection on the challenge of organising substantial amounts of information online?

Allen & Overy's (A&O's) website falls into the same trap but, against its peers reviewed to date, is mid-ranked. In detail: the website achieved a total score of 83.4% overall. In individual categories the website scored 93.4% for content, 73.3% for usability and 83.6% for design.

The website's content is extensive and thus satisfies most of the 17 criteria we chose under this assessment category, scoring a very commendable 93.4%. We look for a combination of background information: a brief introduction to the firm, an overview of its history, partners' details and the recruitment process, as well the more dynamic elements such as interactive features and up-to-date news and event information. It is good to see that A&O covers almost all the basics – omitting only links to useful external websites, a UK-specific brochure and reference to the firm's VAT number – and also offers extensive additional material via its online services. Further, multi-lingual content shows sympathy towards a global audience.

Usability is the website's weakest area, but remains ahead of Freshfields Bruckhaus Deringer and Slaughter and May's scores. Despite the absence of a clearly identifiable 'home' button, navigation is intuitive and dynamic menus help give visitors a rapid overview of the extensive content. However, the website would have achieved a better score if all pages had a 'print page' button and the embedded hyperlinks in text were more clearly indicated; the latter can be confused with the static, bold text. W3C/WAI accessibility compliance was not assessed, but a number of indicators were checked and results suggest that the website is not yet compliant.

As always, we aim to be as objective as possible when assessing design, but bearing in mind that first impressions are important, the size and clarity of the dark home page is not ideal and the page style is inconsistent with the remainder of the web-site. But elsewhere page design is clean and simple and maintains a good balance of space usage between menus, images and text. A little more colour could be used to add life to the site. Although we usually advise against overly conspicuous variation in colour scheme, in this case only very discreet colour changes are used to differentiate the main sections. The reviewers noted that Flash was used on several pages on the site. Despite relatively limited use on the website, we always preach caution on any dependence on plug-in software as visitors that do not have the software installed will not be able to access the website fully.

Please note, as always, that for the purposes of this review we have not assessed the password-protected content. Websites were viewed on a resolution of 1024 x 768 pixels, reflecting the increasing popularity of higher resolution screens.

The Business Development Viewpoint

Let's face it, many partners believe all business is generated through ingenio et labore – by natural ability and hard work – theirs. To what extent does the A&O website make the case to partners that the site goes beyond presenting a good impression and actually helps generate business?

Initial impression

The first impression is good; the home page captures attention. Navigation is easy and intuitive – you naturally run your cursor along the horizontal navigation bar from left to right, seeing at a glance what is on the site. This is ably supported through compelling content such as 'In Focus', 'Alumni', 'Language', etc, which entices you to enter the site.

On entering the site you immediately caveat your initial impression as everything completely changes – black becomes white and the navigation bar shoots to the top of the page. While the disparity initially unsettles you, the inside pages mitigate this with admirable and confident use of white space.

For some key information, the site seems to be geared towards visitors down-loading and printing PDF brochures. This information should also be available within the site, especially as it took three attempts to download one small brochure (using broadband).

Partner and practice validation

A prospect can quickly locate Julia Salt in asset finance, prior to or following a meeting, for example. They will feel assured from seeing her smiling photo, three sentences and link to the asset finance section. However, stronger assurance would have come from contact details and any relevant news, events and publications she is involved in. As the prospect is likely to print off Julia's page and/or e-mail it to colleagues, a 'print friendly' button (the printed page is cut in half) and 'e-mail this page' facility would help get the pages into the prospect project folder. The link to UK does not specify which office Julia is in and such practical information assists with meetings and correspondence.

The site's approach to making contact is debateable and more akin to an online store than a professional service firm. It is not possible to obtain partner contact details or even contact names and numbers for each practice area. As these are available on an attached PDF brochure they should be easily accessible on the site. The names of the asset finance partners cannot be sorted by location – you would have to click through all the names on the asset finance practice page to see who is located in the UK.

Campaign management

The extent to which A&O actively use the website to support campaign management is unclear. At the time of this review (15 April), the most recent press release and the 'In the news' sections were dated February. A quick search on Google News revealed more than 30 A&O news items for April.

There is limited presentation of performance and delivery validators on the site that would certainly be relevant in prospect and client decision making. Achievements are quoted on the PDF brochures, but not on the main site. It is an unnecessary risk to assume that prospects will download and read the PDF brochure.

As marketing campaigns often revolve around individual partners, practice groups or offices, it is difficult to see how the site ties in with these since news, publications and events are not presented on the site in this way.

There appears to be no 'calls to action' – the essential element of all business development – on the site at all. While subtlety is important in selling professional services, this is an omission. The correct information along with calls to action can channel prospects towards making that all important contact with the firm.

Collaborative working

The 'online services' area of the website alludes to extensive online facilities including access to key transaction documents and information and the ability to manage their on-going relationship with A&O. There is no information as to whether all clients or merely patron clients are entitled to this and who you contact to enquire about this impressive resource. A demonstration and login area would manifest some credibility.

Building brand value

A&O has membership of the magic circle and this brings immense status and kudos. Distinguishing the firm beyond this can develop 'a brand'. This is a promise attributable to the whole firm – not merely individual cream of the crop partners. While the awards section of the site is impressive, the A&O web-site does not achieve this Holy Grail.

Describing itself on the home page as 'an international legal practice', little attempt is made throughout the site to differentiate itself from the competition. Clifford Chance has put its marker down with 'a truly integrated global law firm'.

Although the A&O website initially makes a good impression, clients and prospects have to work hard to find relevant and useful information. It is not apparent that the site helps in generating new business, however, it could start this journey simply by placing some of its wording in the brochures on this site.

Initial impression 70%

Partner and practice validation 61%

Complements campaign management 56%

Complements collaborative working 75%

Builds brand value in marketplace 60%

James Tuke is a director and Mary-Ann Cabiao is a sales and marketing assistant at Intendence.