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What's law worth? Or what are customers prepared to pay?

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In almost all walks of life the customer has the upper hand when it comes to deciding the value of products and services. Think of art sales at top-end auction houses. Their experts always give a valuation, but very often the price achieved surprises them by being higher or lower. The customer defines the true value.

And this example isn’t an isolated one. Think of the housing market or even buying a second-hand car. The eventual price achieved is always based on the customer’s perception of what the item is worth.

So what does this mean for law firms?

For many years law has been a seller’s market. Lawyers set their fees and customers paid them - by the hour. There was little room for negotiation. However, like it or not, the recent recession has changed the legal market forever. 

Customers have gained the upper hand and, whether or not the market returns to pre-crisis levels, they aren’t going to give up their new-found power. In fact, with costs under pressure everywhere, they will look to exploit it. So how will customer perceptions of value shape legal fees in the future? Here are a few thoughts.

Shared risk
With costs under pressure, if customers think there is a low chance of a successful outcome it seems unlikely that they will want to engage in potentially costly matters. We have already seen the rise of no win, no fee arrangements in the personal injury sector. Perhaps we will see a similar trend towards no-risk or shared-risk arrangements for certain matters in the corporate sector?

High stakes  
In high stakes areas, like patent or intellectual property protection, companies will always want the best possible expertise, so law firms who are specialists in the area will be able to command a premium. Doing so will depend on maintaining the best possible skills, knowledge and experience. However, technology is increasing in complexity and the Internet and mobile networks are blurring the boundaries regarding privacy and information ownership. Firms wanting to excel in this area will need to invest heavily to maintain their expertise

Rise of procurement
As law firms’ clients come under pressure to cut costs, more and more corporate counsels are turning to their procurement departments to help them negotiate better rates.

Cost plus
Contrary to what many people think, the objective of procurement departments is not necessarily to buy at the lowest cost. They understand the importance of having strategic relationships with suppliers for certain services. But, at the same time, they want to optimise the price that is paid for them and the value to the company.

One approach they adopt to achieve this goal is a cost-plus strategy, providing suppliers with a fair profit over and above the expense of service provision. However, buyers will want to satisfy themselves that the underlying costs are reasonable. So law firms can expect to be asked to supply detailed and comprehensive information about the cost of their operations.

Classic quoting
In other cases, where a matter is a discrete piece of work that can be defined accurately in advance, purchasing departments are adopting classic quoting or invitation to tender techniques. With this approach, the market sets the value of the work. Working together buyers and corporate counsel award the matter based on a combination of price and reputation.

E-auctions
Where law work is commoditised, such as conveyancing, recoveries or legal advice helplines, e-auctions are becoming popular. In this situation the entire bidding process is automated online and done over a relatively short time period. Once again the market sets the value of the service to be provided. To participate successfully law firms must have a thorough understanding of their costs and margins.

New legal order
So what is law worth? In today’s buyers’ market the answer is ‘only what the customer is prepared to pay’. What will that mean for law firms? To succeed they must firstly comprehensively understand their cost base and, secondly, look for areas where efficiency can be improved. Only then can they maintain their competitiveness in the new legal order that is being established.

About the Author:


Stu Gooderham leads client engagement for LexisNexis Enterprise Solutions' ERP solution LexisOne in the UK and US markets. Consultative in style, he works closely with law firms to support their decision-making process for the adoption of LexisOne; and remains personally involved in projects from inception through to go-live and beyond. The implementation of LexisOne at Fieldfisher is the most recent example.

With a focus on the Top100 law firms in the UK and the AMLAW 250 in the US, and thriving in client-facing roles, Stu continues to play an instrumental role in educating the legal market on the business benefits of ERP. He was the founding member of the LexisOne Future Insights Group, which saw senior representatives of the Top100 law firms come together to brainstorm and articulate the dynamic nature of demands that clients had of their law firms in the 21st century. He has used the insight gained from this forum to convincingly illustrate to the market how LexisOne is well-placed to overcome many of the common problems faced by law firms – including continuous improvement in customer service levels, client retention, driving new business and always being operationally optimised.

Stu joined LexisNexis Enterprise Solution, following the company's acquisition of Redwood Analytics, a business intelligence software provider.

Prior to these positions, Stu worked at Oracle, selling the Oracle 11i ERP system to the legal market. He is an engineer by training and also has experience in the manufacturing sector.

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