“Schillings have always been known for putting out fires quickly and with the ABS, we are even more equipped to do that. The world has sped up; social media is borderless and does not respect jurisdictions and we need to ensure we keep up with the pace of that change� Christopher Mills, Schillings
ABS: WHERE ARE WE NOW? The legal world is constantly changing and, over two years on since the first Alternative Business Structure (ABS) was licensed, Modern Law speaks to a range of individuals in this ever-growing section of the legal market to find out about the part they have played in making history for the legal sector and predictions for the future.
ABS Supplement 2014
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THE EDITOR’S OVERVIEW W
elcome to the second of Modern Law’s special supplements, dedicated specifically to Alternative Business Structures (ABSs), just over two years since the first new entity was licensed. Whilst the initial uptake of firms applying to become ABSs was slower than expected, intrigue into potential new opportunties is now beginning to gather pace. Most recently, the ICAEW have been granted the authority to license probate ABSs, which they predict will be a game changer for the legal sector (see the full article from page 48 of Modern Law Magazine). We have gathered together those on the ground, those who have experienced the (often time consuming and sometimes stressful) process becoming an ABS, to impart their knowledge and experience to our readers. I would like to thank all our contributors for their honesty and for sharing tips on how to smooth out the licensing process,
what they would have done differently, working with regulators and the benefits and challenges of becoming an ABS. Our contributors really have helped make this supplement your go-to-guide for everything ABS! If you have any comments or suggestions on this supplement or anything Modern Law, get in touch! Drop me a line on 01765 600909 or e-mail me via: charlotte.parkinson@charltongrant.co.uk
Charlotte
Charlotte Parkinson, Group Editor, Modern Law Magazine.
CONTENTS 05-14 THE INTERVIEWS
15-32 THE FEATURES
06 Interview with... Christopher Mills The advent and rise of social media has meant that individual and commercial reputational threats are on the rise. Charlotte Parkinson, Modern Law spoke to the COO of Schillings about how to protect clients in light of change and how obtaining an ABS licence has supported the firm through its own unique transformation.
16 ABS Roundtable 2014 Modern Law gathered together legal thought-leaders on these new business models, to find out their reasons for wanting to obtain their firm’s licence, whether the new structures present an attractive proposition to young people and new market entrants and future predictions on market share for ABS law firms.
10 Interview with... Lloyd Davies Charlotte Parkinson, Modern Law, spoke to the Managing Director of Convey Law to find out why the firm became an ABS, their future plans for growth and how the firm is striding ahead in a market that has been given a new lease of life.
20 Strategies for online success Despite some predictions, ABSs are yet to revolutionise high street legal services. But the prospect of a new breed of commercially-savvy, well-branded, consumer-friendly competitors is increasingly causing law firms to self-reflect. FindLaw UK, a legal solution from Thomson Reuters, takes the opportunity to share some key strategies for online success. 22 Directory of ABS firms licensed by the Council for Licensed Conveyancers (CLC) 23 Directory of ABS firms licensed by the Solicitors Regulation Authority (SRA)
Modern Law Magazine Project Director Kate McKittrick kate@charltongrant.co.uk Contact 01765 600909
Group Editor Charlotte Parkinson charlotte.parkinson@charltongrant.co.uk Design Matthew Phillis
ML // ABS Supplement 2014
The Perfect Recipe
www.charltongrant.co.uk 01765 600909 Publishing | Events | Design | PR | Marketing
The Interviews
05
05-14
THE INTERVIEWS
ML // ABS Supplement 2014
Interview with... Christopher Mills
07
Interview with... CHRISTOPHER MILLS The advent and rise of social media has meant that individual and commercial reputational threats are on the rise. Charlotte Parkinson, Modern Law spoke to the COO of Schillings about how to protect clients in light of change and how obtaining an ABS licence has supported the firm through its own unique transformation.
Q A
Why was the ABS path right for Schillings and how did you find the overall licensing process?
We had already bought another business by the point we decided to become an ABS. We were very aware that our current strategy was moving towards a multi-disciplinary approach (by multi-disciplinary, I mean legal and non-legal services). The ABS certainly facilitated this, as previously we were not able to have legal and nonlegal services as part of the same business offering. The fact that we had to have separate businesses meant ‘Chinese walls’ were present, which is never an ideal operating position. The overall licensing process was absolutely fine. We applied for our licence and the whole process fitted within our allocated timeframe. The licence was actually obtained on Valentine’s Day 2013, which was well in advance of the date we were going live, which was 1st May.
Q A
What have Schillings gained from obtaining the ABS licence that a traditional business model did not offer?
In the run up to the ABS we had already transformed ourselves into a more corporately run business with an efficient decision making process and an executive management board. So although we are more corporately run, our business model hasn’t changed. We have a licence to provide our regulated legal services, alongside our non-regulated services such as risk consulting and information security.
Q A
How has the day-to-day, operational running of the business changed since the licence was granted?
It is a much smoother process, because previously we were duplicating our IT and accounting systems and were unable to discuss clients across the cyber business and the legal business. From day one of operating with the ABS licence all of that red tape was removed which
made a dramatic difference straight away. It allowed us to create a single team; within that team we have people who deal with reputation and defence issues, risk consultants, cyber experts, leading reputation and data protection lawyers. That is the biggest difference for us as they can all discuss client issues; our clients don’t care how we solve their issues, ultimately, they just want them solved.
Q A
To date, has becoming an ABS been more or less beneficial than you expected?
Becoming an ABS has certainly been very beneficial for Schillings, in many ways, it has been business as usual but we are now able to do all the things we wanted to do. Looking back to 2010, we noticed that our market was changing which is why we wanted to evolve our offering and our clients wanted solutions to deal with the reputation threats of the modern world. We are meeting a real demand when it comes to protecting privacy and reputations. The way our new reputation consultancy offering works is something that, right now, no one else in the world is doing so yes, the licence has been extremely beneficial.
Q A
Have you noticed a change in dealing with regulators now that you have become an ABS - has the regulatory process become more difficult or
easier?
Following our ABS licence, we did find elements of the regulatory process difficult and the regulatory aspect was one of our biggest problem areas. This was due to the fact that the accounts rules did not offer any specific guidance on how to handle a non-regulated service, alongside a regulated one. We run the non-regulated services in exactly the same way as we run the regulated services, to the same professional standards. The accounts rules are slightly confusing because firms are not allowed to hold money for non-regulated services in a client account, although this may change in the future. It is important to
ML // ABS Supplement 2014
08
Interview with... Christopher Mills
‘The changes within our market were fundamental to why we changed our offering. In 2010, social media was becoming more popular, legislation was changing and the threat of hostile media attention was rising. The Rumour Mill is constantly churning and has been turbo-charged by social media’ ensure that Schillings are meeting outcomes-focussed regulation and so we raise the standard of our nonregulated areas to the same levels as our regulated services. Our insurers really understood and embraced our business plan and they have created a unique PI insurance, which covers regulated and non-regulated services, as opposed to separating the two. They could see that in the event of a claim, there is no way that one could separate where the legal advice stopped and where the consulting began. We have been extremely impressed with our insurers and brokers on that side.
Q A
Did Schillings take on any external investment following/ prior to the ABS licensing, if not, does the firm have any plans to do so?
We haven’t taken on any external investment yet but we always want to ensure the door is very much open on investment terms. We have always been able to invest in everything ourselves but it is certainly nice to have the option. We are developing a number of new products and services at the moment and are concentrating on how we will be investing in more over the next few years, whether that investment comes from internal or external investment remains to be seen.
Q
How has the rise of social media and changes to legislation complicated reputational threats and how are Schillings working to overcome this? Has your ABS licence helped in this regard from an internal or external perspective?
A
The changes within our market were fundamental to why we changed our offering. In 2010, social media was becoming more popular, legislation was changing and the threat of hostile media attention was rising. The Rumour Mill is constantly churning and has been turbo-charged by social media. These changes represented a clear-cut pivot
ML // ABS Supplement 2014
point for Schillings and they have allowed us to move way beyond where we were and offer a much greater range of services. Our ABS licence has certainly helped us in this regard as we wouldn’t be able to offer risk consulting and information security without it. We are also about to launch a number of new services, one of which is ‘Reputation Radar’, which is essentially strategic risk forecasting. Although this doesn’t necessarily sound like something a law firm would offer, it fits nicely as it helps clients understand potential threats to their reputation tomorrow, by understanding factors that are shaping public opinion today. We
many years ago that the law alone is not enough to deal with media and reputational issues and no one else has quite caught up with that yet.
Q
Over the last 2 years, Schillings has undergone significant changes in terms of branding and structure; during this time, where was the biggest investment made?
A
Time was definitely the biggest area of investment for us. We have been on the internal change programme for 3, almost 4 years now but the rest of the market weren’t aware of it because we wanted to ensure that everything was in place
‘Rather than acting in a reactive manner, we can now look forward and help clients mitigate issues before they even flare up’ have consultants who work with our reputation lawyers and rather than acting in a reactive manner, we can now look forward and help clients mitigate issues before they even flare up.
Q A
What are the biggest current/ emerging reputational risks; for example cyber/social
media? The presence of social media is now a fact of the modern world and when ‘hack-attacks’ come into the public domain, it is clear to see how quickly a reputation crisis can unfold. 10 years ago, if a potentially damaging story was going to be printed tomorrow, the individual still had time to try and put a stop to that story being published. Nowadays, with the advent and rise of social media, these stories can spread so quickly. Schillings have always been known for putting out fires quickly and with the ABS, we are even more equipped to do that. The world has sped up; social media is borderless and does not respect jurisdictions and we need to ensure we keep up with the pace of that change. We identified
before launching our revised service model. Our rebrand went live a year ago but that was very much a case of changing the wrapper on the tin so people could understand what we are now offering, although we have actually been offering the new services for some time. The time it took to change internally and the time it took to ensure staff and clients understood the new values we developed was certainly the biggest investment. Every member of the firm was involved in creating those values and they were an essential guide when looking at our external branding. The time we invested in ensuring our branding was right has certainly paid dividends as we have already won awards for it. We even managed to deliver the re-brand within the existing marketing budget. In the same year we managed to reduce expenditure, increase profit and our revenue went up by a third too.
Q A
What’s next for Schillings?
We are launching a series of new products and services over the autumn, which is very
Interview with... Christopher Mills
09
‘Schillings have always been known for putting out fires quickly and with the ABS, we are even more equipped to do that. The world has sped up; social media is borderless and does not respect jurisdictions and we need to ensure we keep up with the pace of that change’ exciting for us. Our branding and tone is bold and has a strong personality and whereas a traditional law firm might just talk about what they can do, we are discussing clients’ problems and how we can help them overcome them. We are launching a service called ‘Encased’, which is a reputation litigation support service to ensure disputes don’t end in disrepute. In a nutshell, we work alongside other lawyers who are running a litigation case and Schillings then manage the reputational side to mitigate any reputation fallout. Another particularly exciting service is ‘Counter Strike’, which is a service to guard against reputation sabotage by unscrupulous competitors and opponents. We are always planning and are currently in the middle of our strategic planning review. Four years ago we created our 2020 vision. Now we are working on what comes next and have extended our view to 2025. It’s a very exciting time for us. All I can really say is watch this space.
Christopher Mills For the past three years, Christopher Mills has been the COO of Schillings, previously holding the post of Commercial Director. He has led the process by which, over the last four years, Schillings has transformed itself from a market leading niche law firm in the field of privacy and defamation law, into a growing multidisciplinary practice that provides a service to corporates and individuals who wish to build and protect their reputation. This has entailed him working closely with key stakeholders to develop a robust strategic growth plan and in delivering the expansion and improvement of all supporting business activities. As a skilled leader and mentor, as well as an expert in client service issues and relationship management, Christopher has focused on working with the Schillings leadership team, and through them with the whole firm, so as to ensure that they make ‘decisions that stick’ – ones which people are willing and able to follow through even when this means substantial change.
ML // ABS Supplement 2014
Interview with... Lloyd Davies
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Interview with... LLOYD DAVIES Charlotte Parkinson, Modern Law, spoke to the Managing Director of Convey Law to find out why the firm became an Alternative Business Structure (ABS), their future plans for growth and how the firm is striding ahead in a market that has been given a new lease of life.
Q A
Why did Convey Law become an ABS and how did you find the overall licensing process?
The business has been established for 10 years as of 4th December and we were previously a Limited Company. We had to become an ABS because being a Limited Company meant it became a Council for Licensed Conveyancers’ (CLC) requirement. The licensing process was well worthwhile from our point of view and we learnt a lot from it in terms of what procedures the firm didn’t have in place and what we could do better. It was certainly a learning curve and the firm is better for having gone through the process.
Q A
What have Convey Law gained from obtaining the ABS licence that a traditional business model did not offer? We were already slightly different to traditional firms, as, having been a Limited Company, we were could seek external investment prior to obtaining the ABS licence. Something that Convey Law gained from the process is the public and wider sector perception that, because we are an ABS, we are a modern law firm. While it is not necessarily the case that we weren’t before, the ABS status acts as a Kitemark as it verifies the fact that the business has all the correct systems and processes in place.
Q A
How has the day-to-day, operational running of the business changed since the licence was granted?
We operate with a board of directors but prior to and after gaining the licence, we looked more in depth at the day-to-day running of the firm and at how to engage others with the practice. Since we have become an ABS, we have appointed a Sales and Marketing Director, who isn’t a licensed conveyancer. We have also appointed a Head of Legal Practice and a Head of Finance and Administration. In that sense obtaining the licence has
‘The licensing process was well worthwhile from our point of view and we learnt a lot from it in terms of what procedures the firm didn’t have in place and what we could do better’
had a fundamental impact on the operational running of the business, in terms of how we have looked at the structure and considered risk management.
‘The ABS status acts as a Kitemark as it verifies the fact that the business has all the correct systems and processes in place’
Q A
To date, has becoming an ABS been more or less beneficial than you expected?
It has been enormously beneficial in light of the great changes in the industry, the way people look at us as a business entity is certainly enhanced as an ABS. It also makes us a more attractive proposition to potential investors, for example, if an estate agent or building society were interested in investing, they would look for an ABS over a high street practice.
Q A
Have you noticed a change in dealing with regulators now that you have become an ABS has the regulatory process become more difficult or easier? The licensing process allowed us to work with our regulator for a prolonged period of time, as the whole process took over twelve months. It gave us the opportunity to build a relationship with our regulator, meaning they now have an in-depth understanding of our culture and how we operate as a firm, making the regulatory process much easier. The Regulator is also now more light-touch as they understand how vigilant we are with our day-to-day operations and general running of the business.
Q A
Did Convey Law take on any external investment following/prior to the ABS licensing, if not, does the firm have any plans to do so? We didn’t take on any external investment when we became an ABS. We would certainly look at taking on investment in the future as we have plans to expand our case management system and a training arm.
ML // ABS Supplement 2014
12
Q A
Interview with... Lloyd Davies What are the biggest current/emerging risks for those in the conveyancing market at the moment?
Fraud is certainly one of the biggest current risks, in terms of mortgage fraud and people impersonating solicitors. In terms of business risks, being on mortgage lender panels is an enormous risk, because if we are not on the panels, we will not be able to operate as a firm. Investors and large scale operations coming into the market are also a risk but we have been well aware of these for some time. We have already seen large scale entrants enter the legal industry with large scale investments but they seem to realise fairly quickly that it is actually not that easy to make money in our industry. Personally, I wouldn’t say that large scale investors are a huge threat to us.
Q A
What are your views on lender panels?
There is a lot of consolidation at the moment in terms of how lenders vet their panels. Understandably, lenders want to ensure that they have the right firms on their panels. As long as we have the correct systems in place and our business is structured correctly, then lender panels shouldn’t present too much of a problem. Lloyd Davies
Q A
How is Convey Law managing the exponential growth in the conveyancing market; has the ABS licence helped the business cope with the upturn in the sector? Yes, the ABS licence shows us to be a progressive practice which is what new recruits want to see. We have recruited around 30 individuals since the start of this year, 6 of which are conveyancers. We introduced our own staff news letter, which was designed to help us with the recruitment process and which has proved very effective. We were also awarded the Legal Eye Conveyancing Standard accreditation which was something we publicised as it shows we are transparent and have the correct risk management processes in place. It is a great help to the firm when we receive badges as they act as a benchmark for clients and show we are a well run business. We are very much investors in people and we do a huge amount of internal training with the best facilities we could possibly ask for, which has enabled us to recruit new people, alongside maintaining the 90 or so staff who are with Convey Law already.
Q A
What’s next for Convey Law?
More of the same, we will continue to approach our business by thinking about what our clients need. The conveyancing world is changing, there have been enormous changes brought about by technology. We have been keen to embrace these new systems and improve the overall client experience and one of the big things for us in the future is to continue to develop our IT systems and case management systems. In terms of our marketing, we have one of the best direct conveyancer facilities in the UK and have upwards of 300-400 instructions per month directly through the website. Training will also continue to stay top of the agenda as well as the charity work the firm is doing, which has raised almost £250,000 in 4 years.
ML // ABS Supplement 2014
Lloyd Davies is Managing Director of Convey Law and joined the Board of Directors of The Society of Licensed Conveyancers in November 2012. The Society of Licensed Conveyancers (SLC) is the professional body that represents the Licensed Conveyancer profession. Lloyd qualified as a Solicitor in 1995, specialising immediately in residential conveyancing. Lloyd has been involved with various government steering committees in relation to conveyancing related legislation. Lloyd established Convey Law in 2007 and has developed the company into one of the largest conveyancing companies in the UK.
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The Features
15
15-32
THE FEATURES
ML // ABS Supplement 2014
16
The Features
ABS ROUNDTABLE The introduction of Alternative Business Structures (ABSs) has been a huge talking point in the legal sector over the last two years. Modern Law gathered together legal thought-leaders on these new business models, to find out their reasons for wanting to obtain their firm’s licence, whether the new structures present an attractive proposition to young people and new market entrants and future predictions on market share for ABS law firms. Atendees Andrew Darke (AD)
Partner
Irwin Mitchell
Charlotte Parkinson (CP)
Group Editor
Modern Law Magazine
David Bott (DB)
Founding Partner
Bott & Co
Lesley Morgan (LM)
Principal Lawyer and Head of Legal Services
AAG Legal
Michelle Garlick (MG)
Partner
Weightmans
Sarah Giddens (SG)
Management Partner
Richmond Chambers
Steve Arundale (SA) - Chair
Head of Professional Sectors & Financial NatWest/RBS Institutions, Sectors & Specialist Business
Tim Oliver (TO)
Chairman
Parabis
Tony Rand (TR)
Managing Director
Kingsley Law Ltd
SA: What are the main reasons why your firm chose to become or launch as an ABS?
AD: From the Irwin Mitchell perspective, there were two key drivers. Firstly, so we could appoint non-lawyers to positions of leadership and secondly, it offered the opportunity for external investment in the future (should we require it). The chance to become an ABS gave us the chance to operate more flexibly as a business. LM: Our reasoning at AAG Legal was slightly different as I am essentially a sole practitioner and was a ‘startup’ practice. We never intended to become an ABS but we had no choice in the matter because we share our office buildings with a wealth management business, making it an SRA requirement to become an ABS. Although we didn’t choose to become an ABS, we have seized the opportunity and appointed a number of non-lawyers to the management
ML // ABS Supplement 2014
board. This has been a useful exercise as it has enabled us to bring external talent and expertise into the business at a level we would not have been able to do without the ABS licence.
TR: Our experience at Kingsley Law was different again. We underwent
a Management By-In (MBI). Prior to becoming an ABS, we had serious problems co-ordinating our own work with that of external solicitors handling injury-related aspects of claims. By managing all heads of claim under one roof, we are now able to offer a more unified service capability to our clients.
The Features
‘It seems endemic within the SRA that they never meet deadlines themselves, yet they expect people applying for ABS licences to reply to any correspondence within, often unreasonable, arbitrary deadlines of 7 or 14 days, or risk having the application thrown out, which seems unjust.’ Michelle Garlick, Weightmans TO: The Parabis motive was largely
the same as Irwin Mitchell; we wanted to retain the tight ownership structure as well as a corporate structure and culture. We thought, in the late 2000’s, that becoming an ABS would be an easy process but we struggled initially with the Solicitors Regulation Authority (SRA). With our position as a Limited Company, the firm has a strong infrastructure and senior management are provided with a clear exit strategy.
AD: I agree; a corporate structure definitely helps with growth.
DB: At Bott & Co, we have a Financial
Director and Operations Manager/ Managing Director who are nonlawyers, so in order to ensure they could be on an equal ownership footing to me, we had to become an ABS.
SG: Richmond Chambers is the first
Barrister-owned law firm. With the advent of public and direct access, we quickly realised that the traditional Chambers model would not work for us in the long term. Becoming an ABS is currently the only way Barristers alone can own a law firm. We have a non-lawyer Financial Director and the licence allows us to run as a business. Our licence was granted by the SRA but we are still each personally regulated by the Bar Standards Board. Although we are currently a Partnership (LLP) structure, we are actively considering becoming a Limited Company to facilitate growth and ensure a strong leadership structure going forward.
process of becoming a licensed entity. Often, where firms fall down is in thinking they can complete the process themselves, whereas new entrant firms do value the help and support we offer. Thorough forward planning is essential in order to avoid deep-probing by the SRA, which can eat into valuable time. Some firms can be put off as they feel they are not prepared enough to undertake the licensing process but it should be seen as a great opportunity for these firms to put their house in order, including things such as getting their business plans and risk management processes in shape.
TO: There is a wider point here though.
A large part of the legal profession is not aware of what is going on in the rest of the market. Many high street firms, offering services such as conveyancing, wills, probate, employment and family law are not aware that the vast majority of people do not have a ‘family solicitor’ anymore. There are also a number of traditional, mid-sized firms who are stuck with no main differentiator; they are yet
17
to wake up to the need to change. Lawyers need to be aware of the fact that buying legal services is a grudge purchase and ABSs facilitate growth into commercial areas of business.
SA: Could sub-£5 million law firms exploit becoming an ABS by using share holding positions as a currency to secure business expertise? TR: There is absolutely no point even thinking about becoming an ABS unless you have a clear understanding of what you want to achieve and how an ABS will facilitate achieving your objectives. DB: Ultimately, becoming an ABS is the vehicle which allows law firms to be run in a much better way. Yes, a sub-£5 million firm could benefit but so could any firm; ABSs provide a mechanism for change. SA: Why would new entrants want to enter the legal market; is it still an attractive and lucrative proposition? MG: Debt recovery businesses are
very interested in becoming ABSs, as they will then have the opportunity to provide legal services in line with the services they already offer.
LM: Insurance companies have already begun testing the water when it comes to launching legal arms, as have a number of councils. AD: Something which still surprises me is that we have not seen the
SA: Changing economic headwinds have challenged firm’s business models but are there still a good number of firms looking to become ABSs? MG: We are certainly seeing an
increase in the number of firms and/ or new businesses looking to become ABSs. I help firms by offering guidance when they are looking to start the
ML // ABS Supplement 2014
18
The Features
‘Our bank has been incredibly supportive of the decision to become an ABS and they are pleased with the fact we are running as a business that supplies law’ Sarah Giddens, Richmond Chambers supermarkets enter the legal profession in the way that was first anticipated, the infamous ‘Tesco Law’, for example. The real threat to the legal profession is new entrants which have access to large customer bases.
TO: Absolutely, while we haven’t yet seen supermarkets enter into legal services, there have been a number of insurance companies and larger accountants branching out into offering legal services. The biggest threat to the legal profession going forward will certainly be from accountants. SA: During the ABS licensing process, is there anything that you would have done differently? DB: We didn’t have a pre-application meeting with the SRA and in hindsight, if we had had a meeting prior to applying for the licence, it would have helped. It is also important to obtain confirmation that the clock has started ticking on the licensing process as we thought the process had been going on for months, only for the SRA to confirm that the clock had only just started on the 6 month licensing target. A positive to come out of the process was that we have now been designated a relationship manager which has been extremely beneficial. AD: Irwin Mitchell has obtained a number of ABS licences
and with our most recent venture (the ABS with Esure), we frontloaded our application and the licence was granted in 6 weeks. This is due to a number of reasons; firstly the SRA had already licensed a number of our other ABS ventures and secondly, they have now seen a more diverse range of ABSs coming into the market so had fewer questions to ask about our legal/insurance venture.
DB: Initially, the SRA were tentative as they were conscious
of licensing a high-profile casualty. Despite what has happened with the Co-Op, this concern now seems to have dissipated.
TR: We had a huge number of issues during the licensing period; it cost our business over £150,000 and I have nothing positive to say about the process. LM: I can echo Tony’s sentiment. TO: Parabis also did not have a positive experience during the licensing process, at the time we were going through it, the SRA did not have enough experienced staff to deal with the initial surge in applications. Having said that, the Legal Services Board (LSB) did a good job of keeping the SRA in check and the process is now much improved. MG: The application process has certainly been made much
simpler as it has moved from the 3 stage process to a one stage process – and the SRA’s approach is much improved from what it was at the start (although there is still room
ML // ABS Supplement 2014
for further improvement). For example, it seems endemic within the SRA that they never meet deadlines themselves, yet they expect people applying for ABS licences to reply to any correspondence within, often unreasonable, arbitrary deadlines of 7 or 14 days, or risk having the application thrown out, which seems unjust.
SA: The overarching purpose of the Clementi reforms was to increase consumer choice and experience. Has the introduction of ABSs provided any benefits to consumers and does it matter to consumers either way if firms are ABSs, traditional partnerships or other? LM: The business structure of a law firm doesn’t make a difference to the consumer. People choose to instruct solicitors based on trust. SG: Although ABSs certainly facilitate consumer choice. DB: The structure of the firm doesn’t necessarily matter; it is all to do with culture and a change in mentality. The chances are that ABSs will be more forward thinking, modern law firms and this could be to the ultimate benefit of the consumer. AD: The introduction of new and alternative business
models has certainly helped with the demystification of legal services. Lawyers and law firms are becoming more approachable but equally, consumers have become more aware and demanding. Regardless of structure, customer service tools such as legal advice help lines are becoming increasingly important as a culture of immediate, 24/7 access has been established.
SA: How have others within the legal sector and suppliers reacted to your firm becoming an ABS? TR: We have always operated as a Limited Company and I don’t think our ABS licence has changed anything in that regard. I am not even sure our bank knows what an ABS is; to the outside world it is more an object of curiosity than anything else. LM: Interestingly, I have been approached by a number of international law firms, wanting to find out more about the licensing process and what it means to become an ABS. SG: One concern was that we would lose our professional clients and initially, there was drop off of solicitor instructions. Once this subsided, we experienced a surge in instructions from solicitors, although our main clients remain members of the public. Our bank has been incredibly positive about the decision to become an ABS and they are pleased with the fact we are running as a business that supplies law, as opposed to a collection of self-employed individuals. TO: We have a number of ABS licences and it has made no difference whatsoever to our suppliers. MG: It is also important to consider the perspective of
professional indemnity insurers, if an ABS enters the market as a new entity, PI insurers may be more wary than if the ABS had converted from a traditional partnership, where there is some history to draw on. Either way, they are insuring a business regardless of structure.
The Features
19
‘ABSs have not been as ‘groundbreaking’ as was initially first thought, they were intended to professionalise the profession and increase competition and this has not happened in its full capacity yet’ Tim Oliver, Parabis SA: Is the value of a law firm less transparent in a Limited Company structure and are ABSs attractive to young people? DB: Young partners of the future are looking for a greater
work/life balance and ABSs can certainly provide this. Partnerships were an attractive proposition in the Victorian era but are not nowadays for the younger generation.
TO: The younger generation have no expectation of staying with the same firm. In terms of succession planning, ABSs create acquisitive, commercial entities. SA: Will the consolidation in the market (as has already been seen in the personal injury market) continue? TO & AD: Yes. TO: Certainly, volume transactions for defendant firms will decrease each year. By and large there is a drive towards fewer, bigger firms. There are only currently around 10 full scale defendant firms in the market and this will continue to reduce. DB: I wouldn’t be surprised if the claimant side of the market went this way over the next few years too but having said that, there will still be room for niche firms in amongst the bigger players.
trading model in other jurisdictions, such as the United States and Australia.
SA: Is there a possibility that retailers will joint venture into legal services? MG: Watch this space. Although it has been talked about
for 3 years and nothing has happened yet. It is essential to achieve a level playing field.
TO: This is a possibility but perhaps the reason it has not happened yet is that the Legal Services Act (2007) was launched at the same time as a world recession and businesses were probably focussing on their core businesses, rather than looking at speculative investment. This would explain why the uptake for change in the sector has been so slow. If there is no more to come in the sector in terms of change then the reforms have failed. DB: I think the sector will witness more change in the next 3 years than we have done in the last 3. ABSs are here to stay, regardless of their formation and business make-up. If I were starting a new business in the legal sector, I would start an ABS. Modern Law would like to thank all those who attended.
SA: What has been the most surprising outcome since ABSs were introduced? TR: Over the last 19 months, I have, for the first time, been involved in the management of a law firm. I have been surprised at the intense focus on process, almost to the exclusion of anything else. The biggest surprise for me has been the apparent lack of recognition of the importance of business management in general within the legal profession.
‘ABSs are here to stay, regardless of their formation and business make-up. If I were starting a new business in the legal sector, I would start an ABS’ David Bott, Bott & Co TO: The biggest surprise in my eyes has been the lack of uptake from new entrants. ABSs have not been as ‘groundbreaking’ as was initially first thought, they were intended to professionalise the profession and increase competition and this has not happened in its full capacity yet. One of the only problems with the international expansion of ABSs is the fact that they are not a recognised
ML // ABS Supplement 2014
20
The Features
LEGAL MARKETING: STRATEGIES FOR ONLINE SUCCESS Despite some predictions, ABSs are yet to revolutionise high street legal services. But the prospect of a new breed of commercially-savvy, wellbranded, consumer-friendly competitors is increasingly causing law firms to self-reflect. What is their external face? How can they best differentiate themselves? As most consumers now go online to find legal help, a firm’s website is often at the heart of legal marketing strategies. FindLaw UK, a legal solution from Thomson Reuters, takes the opportunity to share some key strategies for online success. What’s at the heart of your marketing Regardless of how they hear about you, most legal prospects will visit your website to collect information before they contact you. Think of your website like a funnel where traffic from all your marketing efforts eventually arrives. An optimised, content-rich site is a key resource for establishing your brand, educating site visitors and converting them to clients. There are three components of a successful, high-impact website: Visibility Can the prospects who need your expertise easily find you on search engines? Achieving good online visibility is key to having your choice of the best cases, particularly now that most lawyers have an online presence of some type. Factors that can enhance your visibility include: • Site optimisation, having a high percentage of keywords and phrases targeted at your practice area and location will mean that you are more likely to reflect how your potential clients are searching • Links from other relevant, law-related websites that direct users to your site. The more quality links you build from trusted, authoritative sites, the more popular and visible your site becomes. Design Effective site design engages people and projects a strong, persuasive image that reflects your brand. This can include: • Photos and other visual elements that reflect your geographic location and key practice areas • Headlines, section heads and other prominent blocks of copy that stress unique capabilities
ML // ABS Supplement 2014
• A consistent colour palette and tone that appeal to your target audience. Content Site content can include everything from lawyer profiles and FAQs to online videos and blogs — all the compelling information that defines your unique value proposition. It serves two purposes: • To bring search engines to your site. For that reason it should be clear and concise, optimised for search indexing and updated frequently, so that it’s fresh for search engines and site visitors alike • To highlight your areas of expertise in a persuasive way. Practice centre pages, articles you’ve written, a blog devoted to your area of the law … all are great ways to position yourself as an authority that consumers can trust. What are the key online marketing trends to support your website? Legal directories, video and social media are key areas for lawyers who want to engage more deeply with prospects and convert them at a higher rate. Legal Directories The growth of the internet and the decline of print directories have led to
another trend in legal marketing: more people using online legal directories — which pool lawyer biographies and legal information in a central online location — to research legal issues and find lawyers in a specific geographic location or practice area. Online directories benefit lawyers by linking you to prospects that have come online specifically to solve a legal problem. They need answers and, more often than not, a lawyer. The fact that they’re motivated, and can easily search by location or legal need, often means that they’re better-qualified leads. Legal directories are an opportunity to disseminate links to your website, location maps, contact information and other details about your firm — to make a strong impression, in other words, with people who are likely to be serious about taking the next step. So which online directory is right for your firm? A key factor, of course, is popularity — you want to be seen by as many prospects as possible. One way to analyse traffic statistics is via free, third-party sites. You may also want to focus on directories that offer both lawyer listings and comprehensive legal information for consumers. That’s because about 90 percent of
The Features
‘Treat every mention as an enquiry and every re-tweet as a social referral, and respond to them just as you would to a potential client who leaves you a voicemail’ the time, a person will first research their legal need online before deciding to hire a lawyer. Also, keep in mind that it’s important to cast a wide net. To ensure that search engines and prospects can find you, take advantage of legal directories, sites like findlaw.co.uk, and other opportunities. Video The power of video to both engage and inform — to promote a business in a warm, personal way while still providing useful information — makes it ideally suited for law firm marketing. Placing videos on your website and other popular sites can enhance brand awareness, give you high-impact exposure points across the internet and help prospects verify that “this is someone I want to work with.” For law firms, clips that feature you and your colleagues describing your practice — the unique strengths that set it apart, what prospects can expect, next steps should they decide to move forward — can go a long way toward minimising the intimidation factor and encouraging viewers to follow up. Additionally, creating a video that addresses a specific legal issue or topic with practical next steps further establishes your expertise in the area. It also provides indexable content for search engines, so that consumers searching for legal help on that particular topic will be able to find your firm. Creating a compelling video that people respond to is important. To ensure it makes an impact, however, distribution is critical. The goal is to be seen by as many people as possible, on your website but also on legal directories and third-party sites like YouTube, generating increased traffic to your website and enhancing search engine optimisation. Social media An effective social media presence helps educate people about your firm, build relationships and generate wordof-mouth recommendations. A blog, a Twitter feed, your presence on Facebook; they’re all tools that enable you to proactively manage your reputation, build credibility and generate search hits (since search engines like Google “read” Facebook, Twitter and blogs). To extend your firm’s reach on social media, it’s important to build an audience by establishing “friends”, “connections” and “followers”. Connect to the businesses, people and pages relevant to the firm and its practice areas. A few creative ways to build your audience include: • Connecting with members of your local associations and peers at legal conferences and seminars • Joining online conferences legal professional or practicearea-specific networking groups • Commenting on other people’s blogs, posts and tweets, to show that you are an active part of the online legal community.
21
How do I drive engagement? Here are a few general rules to help you establish your authority across all social media channels: Listen Whether you set up a Google alert for a particular topic or simply devote a small amount of time each day to scanning Twitter updates, active listening will inform you about others’ interests and give you insights into new opportunities for your firm. Invest time Social media is a conversation. By setting aside time on a regular basis to post updates and respond to comments, you’ll help ensure that your information is engaging and that users who want to connect with you don’t feel ignored. Devoting even five minutes per day to social media can generate real value for your law firm. Keep your profiles up to date and ensure they reflect any new accomplishments or changes at your firm. Don’t be afraid to have fun It’s important to stay professional, but most consumers of social media will react positively if you take the periodic opportunity to lighten the mood and put a relatable, human face on your firm. Step back occasionally and ask yourself a few questions. Are my updates “push” only, meaning that I’m only sharing information and never asking questions or sharing at a human level? Do my updates give the impression that I’m overly serious? Rely on your natural conversational skills to guide you. Given the nature of the legal industry, you may not experience an overwhelming amount of audience engagement through social media. However, every time a follower does mention your firm or re-tweets a message, you are presented with an opportunity. Treat every mention as an enquiry and every re-tweet as a social referral, and respond to them just as you would to a potential client who leaves you a voicemail. Likewise, just as you would thank a colleague or client for a referral or endorsement, thank the social media users who go out of their way to promote your firm and its online content. Done well, social media can help you build a positive, authoritative presence online — one that drives referrals, generates traffic to your website and brings new clients through the front door. FindLaw UK from Thomson Reuters offers trusted law firm marketing solutions from website builds, design and content writing, to blogging services and more, helping to drive the kind of traffic you want. To request a free audit of your current website today, please contact the Thomson Reuters FindLaw UK team: Call: 020 7542 3725 Email: findlawuk.info@thomsonreuters.com Visit: findlaw.co.uk/law-firm-marketing
ML // ABS Supplement 2014
22
ABS Directory
ABS LAW FIRMS - LICENSED BY THE COUNCIL FOR LICENSED CONVEYANCERS (CLC) Company Name
Head Of Legal
Licence Date
Licence No
Advantage Property Lawyers Limited
Julie A. Sheldon
17/10/2012
505654
Andrew Jacobs Conveyancing Limited
Andrew Jacobs
28/02/2013
504800
Bernadette Kearns Limited
Caroline Rooks
01/11/2013
500014
Bespoke Law Services (UK) Limited
T.A. Horne
13/01/2014
511394
Bradley Walker Haynes Limited
Andrew Bradley
01/08/2014
511707
Brogan Property Lawyers Ltd
Matthew Brogan
09/04/2013
505886
Chartahouse Ltd
K. N. Hawkins
11/01/2013
500099
Christopher G Mowat LLP
Christopher Mowat
28/02/2013
505697
Convey Law Ltd
Gareth W C Richards
20/06/2013
504014
Conveyancing Direct Limited
Karen Dunn
15/10/2012
502437
Conveyancing Expert Limited
Gavin Wall
22/04/2013
506016
Countrywide Property Lawyers Limited
Alison Roberts
13/02/2013
500260
Dezrezlegal Ltd
L Burkinshaw
15/03/2013
505695
Dorling Cottrell Limited
S. Law
12/11/2013
504483
Dyer and Crowe Ltd
Colin Crowe
28/03/2013
500077
Enact Conveyancing Limited
Alexander A. Clark
23/08/2012
500556
Goddard Dunbar & Associates Limited
Sharon Plane
02/01/2014
511330
Independent Property Lawyers Limited
Gordon Drawbridge
28/03/2013
505530
Integrated Legal Services (IPW) Ltd
S L Brown
01/09/2014
511659
K L Property Lawyers Ltd
Kathryn Heathfield
10/04/2013
503615
Kennan Kay Kerr Legal Services LLP
L. Doyle
20/11/2012
506017
Key Legal (North East) Limited
Janet Ford
10/02/2014
511618
Key Property Lawyers Limited
Tobias Richmond
15/04/2013
505584
Kings Court Trust Limited
Andrea Pierce
13/08/2012
511314
KR Conveyancing Services Ltd
K Reynolds
15/03/2013
504461
LDN Conveyancing Limited
Kuljit Ghalan
17/04/2013
505431
Legal Business Property Lawyers Ltd
Seigha Onyeka
05/11/2012
505827
LMS Direct Conveyancing Limited
John Jones
24/08/2012
504474
Midland Property Lawyers Ltd
R Dhunna
01/03/2013
505938
NFL Legal Ltd
Brenda Morgan
01/04/2014
511666
Northwood Banks & Co
Kevin Parsons
01/07/2012
511333
Ocean Property Lawyers Ltd
Jonathan V. A. Aldous
12/05/2014
501278
PDR Property Lawyers Ltd
M Rickard
27/01/2014
505356
Pirie Palmann Ltd
Marion Palmann
18/04/2013
500492
Premier Property Lawyers Limited
Mr R. S. Gurney
06/10/2011
502450
Property Law Partners Ltd
D Sledge
15/03/2013
504208
Right Choice Conveyancing Limited
Martin S. Crighton
16/10/2012
505685
Seymour Luke Limited
P Luke
22/08/2014
505693
Simply Conveyancing Property Lawyers Limited
Samantha Kelly
11/04/2013
505744
Stratega Law Ltd
James Marshall
28/04/2014
505923
The Conveyancing Shop Limited
tbc
28/08/2012
511331
The Legal House Limited
Sarah Wayman
10/04/2013
505700
The Partnership (2009) Ltd
Ian A Edwards
26/11/2012
505790
Valentine Conveyancers Ltd
Karen Capes
02/05/2013
500277
Vickery Conveyancing Limited
Karina Hudson
07/11/2012
505778
Information correct at time of going to print on the 1st October 2014
ABS Directory
23
ABS LAW FIRMS - LICENSED BY SOLICITORS REGULATION AUTHORITY (SRA) Company Name
Head Of Legal
Licence Date
Licence No
3HR Legal Limited
Phillps Green
01/07/2013
597935
AA Law Limited
Jasbir Sangha
01/12/2013
606959
AACH Legal Services LLP
Anthony Wilson
01/11/2013
599458
AAG Legal Services Limited
Lesley Karen Morgan
12/10/2012
572779
Aaron & Partners LLP
Stuart James Scott-Goldstone
07/01/2013
401104
Abbey Protection Group Limited
Murray Fairclough
01/01/2013
590960
Abbiss Cadres LLP
David Widdowson
01/10/2012
571596
ABC Food Law Limited
Sharon Bowles
02/04/2013
596682
Accident Advice Solicitors Limited
Tamara Downes
10/09/2012
571053
Accidently Injured Legal Services
Anthony Wilson
01/11/2013
599202
Acorn Law Northwest Limited
Alexandra Mutter
07/01/2013
591428
Active Legal Ltd
Kerry Kirkbride
01/03/2013
519806
Admiral Law Limited
Caroline Blake
01/05/2013
596862
Advantage Solicitors
Fidan Osoy
01/04/2013
596620
AFH Legal Limited
Thomas James Joseph Baxter
23/07/2013
598373
AGEAS Law LLP
Adele Jones
01/04/2013
596712
Alan Hodge Law Limited
Christopher McGrail
01/09/2013
599103
Allsquare Legal Limited
Thomas CrownÂ
17/12/2012
591055
ALP Law LLP
Timothy Walters
17/03/2014
591666
Alps legal Practice Limited
Michelle Field
01/04/2013
592327
Altion Law Limited
Rebecca Hudson
13/03/2013
596634
Amanda Cunliffe Solicitors
Amanda Jane Cunliffe
01/03/2013
520188
Amelans
Andrew Twambley
31/07/2012
570220
Anderson Longmore & Higham with Bevis Rowntree
Christopher Dickinson
02/01/2013
46146
Anthony Gold Solicitors
David Thomas Marshall
01/11/2014
48050
Ascent Performance Group Limited
Laurence Michael Gavin
20/08/2012
570670
Ashley Taylors Legal Limited
Gemma Hargrave
01/07/2013
598249
Ashton Boulevard Limited
Simon Daw
04/07/2014
606724
Ashton KCJ
Thomas Evan Cook
25/06/2014
45826
Aspen Law Limited
Uzma Ali
31/01/2013
591168
Astons Legal Limited
Edward Aston
20/02/2013
538039
Autonet Law LLP
Angela Price
28/03/2013
596704
Avantis Solicitors Limited
Allan Stewart
11/04/2014
606575
Baker Chase LLP
Mohammed Javid Shafi
01/10/2013
605127
Barwells Legal Limited
David Trevor Johnson George
01/08/2014
612008
Bates Wells & Braithwate London LLP
Anthony Charles George Cartmell
11/06/2014
465497
BBH (Legal Services) LTD
David Ian Stothard
01/01/2013
561550
BD Solicitors Limited
Bal Dhaliwal
04/01/2013
545910
BDE Law Limited
Julian Lewis
01/05/2013
596863
Belmores Limited
David Foulkes
02/12/2013
525368
Berlad Graham LLP
Raanan Berlad
01/04/2013
563203
Bernard Chill & Axtell
Jonathan Coppen
01/07/2013
44982
Betteridges Solicitors Limited
Mark Betteridge
31/03/2013
558683
Blackstar Legal Limited
David Birchall
01/07/2013
597843
Information correct at time of going to print on the 1st October 2014
24
ABS Directory
Blue Trinity LTD
Jonathan Etuk
14/01/2013
591243
Bobby Dhanjal Legal Services Ltd
Hardeep Kaur Mann
01/03/2013
591966
Born Legal LLP
Sadhana Soni
06/02/2014
611474
Bott & Co Solicitors Limited
David Bott
24/09/2013
605593
Boyle Leonard Willden Limited
William Robert Willden
01/09/2013
570168
BPIF Legal Limited
Anne Copley
01/10/2014
 606597
Bretherton Law Ltd
Sandra Bradley
01/07/2014
612461
Brilliant Law Limited
David Mandell
01/01/2013
591109
Bristows LLP
Charles Pugh
01/05/2013
591711
Brookson Legal Services Limited
Carl Henning
08/07/2013
598572
BT Law Limited
Miles Howard Jobling
01/03/2013
591827
Buckinghamshire Law + Limited
Mabel Davies
24/11/2014
611457
BW Legal Services Limited
Jonathan Cracknell
09/09/2013
569773
Bywaters Topham Phillips LLP
Leslie Tuck
07/11/2013
525191
Cantavat Consulting Limited
Simon Portman
01/11/2014
612432
Canter Levin & Berg
Martin Malone
25/02/2013
44668
Carbrooke Accident Management
Christopher Moore
01/03/2013
592183
Caro Taylor Solictors Limited
Carolyn Taylor
20/02/2013
562606
Carole Nash Legal Services LLP
Adele Jones
15/11/2013
606960
Castle Keep Law Limited
Dominic Gerard Timmons
31/01/2014
607880
Castle Park Solicitors Community Interest Company
Christine Ann Palmer
28/03/2013
597000
Caytons Law
John Leathley
13/11/2013
510667
Cenpro Legal Ltd
Andrew Bowen
15/09/2014
614180
Centenary Law Limited
Arthur Timothy Lawson-Cruttenden
14/05/2014
611443
Certus Solicitors LLP
Naheem Anwar
02/08/2013
598558
CGA Legal Services Limited
James Baker
01/11/2013
605259
Charles Cook & Company Limited
Charles Cook
16/08/2013
485529
Chesterton House Legal Services LLP
Rebecca Abraham
17/03/2014
607014
Clark Advisors LLP
Christopher Hill
01/03/2014
606715
Clarke & Son LLP
Ian Kershaw
01/04/2013
462041
Clarus Solicitors Ltd
Edward Reynolds
11/06/2013
598138
Clifford James Consultants Limited
Steward Fairhurst
01/04/2013
596586
Cognitive Law LLP
Ms Lucy Jane Tarrant
15/08/2014
614061
Coodes LLP
Jeremy David Harvey
01/05/2014
611627
Co-operative Legal Services Limited
Christopher Munro May
20/04/2013
567391
Cordery Compliance Limited
Robert Michael Sanderson
24/03/2014
608187
Coris UK Limted
Michael Robin Welch Zurbrugg
17/08/2013
570671
Cost Advocates Limited
Phillip Robinson
01/05/2014
343507
Courmacs LLP
Sarah Waugh
07/05/2014
608157
Crabtree Law LLP
James Richard Naylor
01/09/2012
570566
CTW Law Limited
John Goodman
01/05/2014
606304
Cummings Law Limited
Clair Cummings
01/07/2013
597897
DAS Law Limited
Holly Quemper
08/03/2013
423113
Dawson Crowther LLP
Jeremy Crowther
01/09/2014
612894
Denning Legal Limited
Aris Nicolson
21/10/2013
606473
Descartes Solicitors LLP
Evelyn Ofori-Koree
01/10/2012
571256
Information correct at time of going to print on the 1st October 2014
ABS Directory
25
DGB LLP Solicitors
Mark Smith
15/03/2013
566277
Direct Law & Finance Limited
Felix Joesph
01/08/2013
598944
Dixcart Legal Limited
Melanie Ann Katherine Smith
01/05/2014
612167
DKL Professional Services Limited
Doreen Lovett
07/11/2013
599479
DLG Legal Services Limited
Stuart Tait
28/02/2014
611455
DR Solicitors Limited
Daphne Robertson
19/08/2013
522996
Dunn & Baker LLP
Nicholas Penwell
01/01/2014
605696
EAD Solicitors LLP
Steve Cornforth
21/12/2012
487037
Eastgate Chambers Limited
Christopher Andrew Clark
14/02/2013
546074
Edwin Coe LLP
Nicholas Giles
16/05/2014
462112
E-Solicitors Limited
Stephen Mark Butler
01/02/2014
607474
Essential Solicitors LLP
Emma O’Leary
01/03/2013
591644
Everyman Legal
Robert Francois Jonckheer
01/03/2013
465380
Exarchou & Rosenberg International LLP
George Rosenberg
01/03/2014
608167
Excello Law Limited
George Bisnought
09/04/2014
512898
Express Solicitors Limited
James Thomas Maxey
07/04/2014
612741
FC Retail Services Limited
Paul Thorogood
01/02/2014
461828
Ferguson Financial Limited
John Charles Corry Ferguson
01/09/2013
598899
First Choice Solicitors Limited
Benjamin Abu
24/01/2014
606136
Fisher Jones Greenwood
Anthony Fisher
15/05/2013
400131
FMG Legal LLP
Adele Jones
01/04/2013
596711
Focus Solicitors Limited
Abraham Mee
07/05/2014
612132
Foot Anstey LLP
Christopher John Hoar
30/04/2014
558012
Franklins Solicitors LLP
Leonard Franklin
01/10/2012
570602
Freeth Cartwright LLP
Paul Thorogood
01/02/2014
384855
Frisby (Stafford) LLP
Nathan Trevor Cook
31/03/2014
608186
Gateley LLP
Michael Ward
01/01/2014
401265
Gelbergs LLP
Graeme Taylor
02/01/2013
484834
GH Legal Solutions
Kieran Magee
01/07/2013
597679
GPB Solicitors (Intervened)
Jeremy Chaplin
14/02/2013
560888
Greenlight Legal Limited
Suzanne Jervis
01/04/2013
591916
Greenwayslaw LLP
Alan Paul Stephens
06/04/2014
605511
Gunnercooke LLP
Sarah Goulbourne
18/11/2013
546420
H&F Legal Limited
Kelly Anne Walsh
02/04/2014
606165
H&R Legal
Adele Jones
01/04/2013
596685
H.A.S. Jones Limited
Rachel Dobson
14/07/2014
573553
Hannah Solicitors LLP
Joe Hallett
22/05/2013
597796
Hansells
Roger Holden
01/04/2014
50602
Harrison Drury & Co Ltd
John Chesworth
03/09/2014
534326
Haworth Holt Bell Limited
Richard Bell
12/08/2013
401279
Hayes & Storr
Alexander James Findlay
18/12/2012
567421
HB Public Law Limited
Jessica Farmer
01/12/2014
611743
HCC Law Limited
David Horwich
14/10/2013
605219
Heald Solicitors LLP
Simon Daw
17/02/2014
559621
Hiberian Private Client Limited
Patrick Walsh
01/09/2014
611543
Higgs & Sons
Paul Hunt
01/11/2014
51162
Information correct at time of going to print on the 1st October 2014
26
ABS Directory
Hill & Abbott Limited
Jeremy Newson
01/07/2013
559300
Hillary Meredith Solicitors Limited
Hillary Meredith
01/02/2013
561149
Hogarth Law Limited
Donna Christien Prested
09/04/2013
596802
Horwich Farrelly
Anthony Hughes
10/01/2013
61877
Houlden Sweeney Ltd
Roslyn Sweeney
01/04/2013
591235
Howell & Co
Bruce Jobling
07/11/2012
573867
Hudson Brothers Limited
Dominic Hudson
01/04/2014
612175
HW Business Law LLP
Victoria Janine Bond
16/12/2013
607761
Ian Henery Solicitors
Ian Henery
01/05/2013
519162
Iliffes Booth Bennett
Joanna DeBiase
01/09/2013
78310
IME Law Limited
Laurence Gavin
11/08/2014
612901
In Your Defence
Geoffrey Wise
01/03/2013
592182
Integrity Legal LLP
Suzanne Jervis
01/04/2013
421479
Irwin Mitchell LLP
Wrighton Simpson
20/08/2012
570654
Irwin Mitchell Trust Corporation
Wrighton Simpson
20/08/2012
570669
Irwin Mitchell Trustees Limited
Wrighton Simpson
20/08/2012
570668
Isadore Goldman
Daniel Moshe Schaffer
01/08/2013
598736
Jeffrey and Powell
Sian Clara Morrie
25/05/2013
597602
JG Poole & Co LLP
Jason Geoffry Poole
23/05/2014
611954
Jigsaw Law
Paul Hurst
07/02/2013
591238
Joelson Wilson LLP
Philippe Hails-Smith
30/09/2013
509649
John Collins & Partners LLP
Kevin Terence O’Brien
31/07/2012
570275
John Welch & Stanners Solicitors
Kerry Joels
06/04/2012
567390
Jordans Corporate Law Limited
Debbie Farman
10/09/2013
605152
Julian Jefferson
Julian Jefferson
28/03/2013
596692
Just Costs Limited
Christopher Murphy
16/01/2013
444013
Kawa Guimares & Associates Limited
Moynul Islam
11/08/2014
613002
Kearns Legal Services Ltd
Robert Kearns
11/09/2014
611679
Keoghs LLP
Mark Whalley
09/11/2012
573546
Keystone Law Limited
William Robins
21/10/2013
400999
Kidwells Law Solicitors Limited
Alan Michael Kidwell-Horne
01/11/2013
535081
Kinetic Law Services Limited
Gina Samuel-Richards
15/10/2013
565383
Kingsley Law
Graham Cade
01/02/2013
591547
Kleyman & Co Solicitors Limited
Stephanie Kleyman
24/03/2014
469549
Knights Solicitors LLP
David Andrew Beech
01/01/2013
591155
Knightsbridge Chase
Sajid Rafik
01/01/2013
591054
Lance Mason Limited
Katijah Ahmed
02/01/2014
524016
Landlord Action Limited
Justin Henry David Selig
01/10/2013
605660
Langley Wellington LLP
Helen Rosemary Stephens
01/10/2012
570335
Larcomes LLP
Richard Hopgood
01/07/2014
362202
Law Limited
Malcolm Alan Gordon
12/05/2014
608106
Law4U Services Ltd
Steven James Hale
07/01/2013
564750
Lawbridge Solicitors
Michael Pope
20/03/2012
567579
Lawvest Limited
Steven Zdolyny
01/06/2014
612745
Leech and Co Solicitors
Louise Leckie
16/01/2013
524329
Legal Clarity Ltd
James Quinn
01/11/2012
573589
Information correct at time of going to print on the 1st October 2014
ABS Directory
27
LEI Legal Services Limited
Nicholas Stokes
09/07/2013
598226
Leo Abse & Cohen
Richard Norman
01/01/2014
45921
Lewis Hymanson Small LLP
Daniel Berke
28/03/2014
459781
Linkfield Claims Service Limited
Matthew Cordall
28/03/2013
596707
Lodders Solicitors LLP
Samantha Haines
07/04/2014
465376
Lyons Davidson Limited
Alexandra Hewitt
30/10/2012
573629
M&R Legal Services LLP
Anthony Wilson
01/11/2013
599459
Maitland Advisory LLP
Iris Harvey
31/01/2014
472089
Mancini Legal Limited
Alessandro Mancini
04/08/2014
591292
Mander Cruickshank Solicitors LLP
Paul Tubb
01/11/2013
462092
Minster Law Limited
Craig Daniel Underwood
29/05/2013
383018
MJ Hudson
Eamon Devlin
30/06/2014
605223
MLP Solicitors LLP
Michael Lister
02/01/2014
570811
Money Plus Legal Limited
Martin Richardson
29/11/2013
428794
Moriarty Law Limited
Khurram Mian
03/12/2013
607528
Morrish Solicitors
Paul Andrew Scholey
20/12/2013
499273
MPH Solicitors Limited
Laurence Michael Gavin
14/11/2013
560743
MSA Law Limited
Bernard Patrick McIlroy
12/02/2014
568891
MSB Law LLP
Paul Bibby
01/09/2013
544585
MTA Solicitors
Michael Taylor
15/02/2013
535071
Mulderrigs Solicitors Ltd
Paul Mulderrig
01/09/2012
570284
Murray Hills Solicitors Limited
Brian Goodall
02/01/2014
607463
Murrays Solicitors
Phillippa Christine Murray
10/02/2014
613163
NAS Legal Limited
Christopher Jonathan Stannard
01/08/2012
569460
Natalie Gamble Associates LLP
Natalie Gamble
02/01/2014
510690
Negligence Direct Limited
Paul Stafford
25/06/2014
612027
New Law Legal
Adele Suzanne Jones
24/04/2012
567578
Newtons Solicitors Limited
Christopher Newton
06/06/2013
512177
Nexus Solicitors Limited
Christopher Charles Pugh
01/03/2014
563473
Nicola Phillips Solicitors
Nicola Phillips
07/09/2012
570169
NLS Solicitors
Louise Fenney
18/12/2013
607199
Norgren Legal Ltd
Nathaniel Norgren
23/11/2012
590582
NVJ Legal LLP
Rebecca Anne Bell
23/09/2014
613150
O’Neill Patient Solicitors LLP
Simon Edward Ashton
28/04/2014
449172
OC Law LLP
Matthew Cordall
28/03/2013
596683
OJM Law LLP
Matthew Cordall
28/03/2013
596684
Omnia Strategy LLP
Julia Hulme
21/01/2013
591237
One Legal Limited
Timothy Edge
15/07/2013
598712
Optima Legal Services Limited
Phillip Robinson
09/05/2014
441547
Osiris Legal Limited
Paul Turner
28/04/2014
607166
Parabis Law LLP
Timothy Gerald Oliver
07/09/2012
570755
Parchment Law Group LLP
Helen Elizabeth Whiteley
25/05/2012
568136
Parkinson Wright LLP
Cyril Edward Arridge
01/03/2013
462047
Parry & Co Solicitors Ltd
Kathryn Parry
01/09/2014
612563
Pellys Solicitors Limited
Stephen Roche
19/12/2012
554552
Perfect North Legal Services LLP
Anthony Wilson
01/11/2013
599460
Information correct at time of going to print on the 1st October 2014
28
ABS Directory
Pickerings Solicitors LLP
Simon Charles King
01/01/2014
462161
Pinkney Grunwells Lawyers
Richard Grudwell
01/07/2013
465469
Pirola Pennuto Zei & Associati UK LLP
Vittorio Muschitiello
10/07/2014
554827
PlainLaw LLP
Phillip Jonathan Horn
16/05/2012
568812
Porter Dodson LLP
Robert Charles Millard Fox
01/08/2014
573374
Price Bailey Legal Services
Victoria Marianne Pratley
29/04/2013
596719
Pricewaterhousecoopers Legal LLP
Mark Whitehouse
03/03/2014
422833
Pricewaterhousecoopers Legal Middle East LLP
Waseem Khokhar
03/03/2014
519595
Principia Law Limited
Christopher Perry
22/08/2013
599445
Private Client Solicitors LLP
Paul Crutchley
01/07/2013
565776
Prydis Legal Limited
Andrew Smith
02/12/2013
548039
Pudsey Legal Services
Paul Graham Kaye
01/11/2012
573274
Qdos Legal Services Limited
Jayne Egginton
01/04/2014
611754
Questus Limited
Anthony Walton
29/08/2014
571162
Quindell Legal Services Limited
Robert Mares
21/12/2012
591058
Radiant Law Limited
Alexander Hamilton
01/06/2014
551548
Rapid Response Solicitors Limited
Victoria Fear
31/03/2013
596338
Rathbone Trust Company Limited
Matthew Wakefield
01/05/2014
606221
Rausa Mumford Limited
Peter Beckerley
01/03/2014
558143
Red Bar Law LLP
John Esplen
10/07/2012
569849
Red Square (London) Limited
Tatiana Nevard
06/03/2013
591917
Rex Cowell Solicitors
Rex Cowell
01/10/2014
614071
Richmond Chambers LLP
Sarah Elizabeth Anne Giddens
05/07/2013
596719
Ridouts LLP
Paul Ridout
01/04/2013
465538
Ringley Legal Services LLP
Lee Harle
01/09/2014
548090
Roberts Jackson Limited
Karen Jackson
16/07/2014
512695
Rogers & Norton Limited
Mark Hambling
01/11/2013
598185
Rradar Limited
Gary Gallen
02/06/2014
608114
RSR Law Ltd
Robert Rocker
01/02/2014
607630
Rushton Hinchy LLP
Steven Ruston
01/05/2013
596691
Saga Law Ltd
Mark O’Callaghan
31/12/2013
606958
Sai-Donne Limited
Michael Elson
01/03/2013
591841
Saracens Solicitors Limited
Nishtar Saleem
17/12/2013
486657
SBW Lawyers
Alasdair James Sweeney
01/03/2014
442337
Schillings
Rachel Atkins
30/04/2013
61425
Schillings Corporate Limited
Rachel Atkins
01/05/2013
591918
Scott Moncrieff & Associates
Anne Turnball-Walker
01/06/2013
596379
Scott Rowe Limited
Terence Trott
01/10/2013
599338
SD Wills and Probate Limited
Elizabeth Ward
01/02/2014
607718
Secure Law Limited
Jane Kellaway
31/05/2013
597899
Selachii LLP
Richard Howlett
01/05/2013
597443
SGI Legal LLP
Simon Gibson
01/08/2013
569219
Shakespeares Legal LLP
Simon Astill
24/04/2013
442480
Signet Partner LLP
Louise Hobb
01/03/2013
559648
Simpson Millar LLP
David Harrington
01/02/2013
424940
Information correct at time of going to print on the 1st October 2014
ABS Directory
29
SJB Legal Limited
Joanne Bligh
18/12/2013
606329
Slater & Gordon (UK) LLP
Rebecca Anne Bell
30/04/2012
568143
SLS Solicitors
Brian Quinn
04/03/2013
451154
Smith Jones (Solicitors) Limited
Alexander Graham
23/09/2013
515276
SMQ Legal Services LLP
Suezanne Murray-King
14/07/2014
613092
South East Leasehold Ltd
Giles Maberly
11/07/2013
598379
Spire Solicitors LLP
Roger Patrick Margand
01/04/2014
598026
Spratt Endicott Limited
John Ernest Spratt
01/05/2014
608169
Stanley Tee LLP
David Redfern
22/03/2013
464615
Stephensons Solicitors
Ann Harrison
07/01/2013
449153
Stonehage Law Limited
Nigel Beadsworth
18/07/2014
520972
Strata Solicitors
Paul Davies
11/09/2012
571320
Stuart Hodge Corporate Lawyers
Mark Hodge
02/11/2012
573576
Switalskis Limited
Micheal Joseph Kennedy
01/10/2014
614622
Sydney Mitchell
Divinder Singh
24/05/2013
513895
Talbots Law Limited
Peter Hill
01/05/2013
596234
Tassells
James Matthews
01/01/2013
69834
Thompsons Solicitors LLP
David Stothard
01/01/2013
556695
Thorne Segar
Lestyn Milton-Jenkins
01/02/2013
534305
Tracey Miller Family Law LLP
Sarah MCCarthy
31/08/2013
570909
Trade Union Legal LLP
Matthew Cordall
27/05/2014
608309
Travlaw LLP
Stephen Mason
01/10/2013
507959
Triton Global Limited
John David Simon
01/08/2013
597577
True Solicitors LLP
Kieran Magee
01/06/2013
597679
Ty Arian Ltd
Helen Williams
07/01/2013
499860
Tyndallwoods Solicitors Limited
Judy Dyke
31/07/2013
598368
Ungoed-Thomas & King Limited
Roland Antony James Lewis
01/08/2013
471940
United Lawyers Limited
Martyn Caplan
13/12/2013
607719
Universa Law Limited
Paul Cairaschi
25/01/2013
447077
Vanderpump & Sykes LLP
Keith Thompson
10/12/2013
558595
Vedder Price LLP
Derek Watson
07/05/2014
563788
Virgo Consultancy Services Limited
Lynne Isaac
21/05/2014
533850
Wayman and Long and Tomlinson and Dickinson
Alan Edward Dickinson
23/07/2014
57416
Weightmans LLP
James Holman
20/12/2013
463329
Wellspring Advisory Limited
Simon Mckay
26/07/2013
598877
Wiggin LLP
Adrian Jones
01/11/2013
420659
Winckworth Sherwood LLP
Richard Fitton
31/07/2012
570274
Winn Solicitors Limited
Jeffrey Winn
30/08/2013
400385
Winston Solicitors LLP
Jonathan winston
01/05/2013
495024
Woodwards (Personal Injury) Ltd
Timothy Neal Wood
05/06/2014
596505
Wright & Lord
Lynne Lord
15/11/2013
333083
Wright Hassall LLP
Peter Charles Beddose
05/03/2013
427848
Wykeham-Hurford Sheppard & Son LLP
Malcolm McLean
25/02/2014
492856
Information correct at time of going to print on the 1st October 2014
Targeted Marketing Campaigns
www.charltongrant.co.uk 01765 600909 Publishing | Events | Design | PR | Marketing
Advertorial
31
LEGAL MARKETING: ONLINE SUCCESS STORIES NATH SOLICITORS Shubha Nath is a solicitor with more than 20 years’ experience in international business law; she specialises in advising businesses in all aspects of commercial law which impacts their business activities. Shubha also specialises in agreements for clinical practice. She advises in GP and Dental Partnership agreements. Prior to setting up Nath Solicitors, Shubha worked as Senior In-house Counsel for a large Japanese trading house which traded internationally and had a large presence in all the continents. Shubha decided to set up her own practice called Nath Solicitors to specialise in providing corporate/ commercial /data protection law and advice for businesses and for clinical practices (in particular on GP Partnership agreements and employment law). THE CHALLENGE As the face of Nath Solicitors, Shubha Nath was keen to create an online identity that reflected her vision for the future of her firm. As with any start up business, Shubha was fully aware that she would need to wear multiple hats in order to get her business off the ground, however, she did not want to compromise on the quality of her website realising that this would act as a primary vehicle for attracting new business. Further to some research, too many static websites, and peers sharing their failed website war stories, it became apparent that the firm needed to work with a trusted online marketing provider. THE SOLUTION Earlier in 2014, on the recommendation of a former colleague, Shubha chose FindLaw UK; a solution from Thomson Reuters, to design, build, write and maintain her firm’s website. Shubha chose a website solution to fit her budget, handing over all website maintenance, SEO and copy writing to the experts so she could spend more time dedicating herself to her clients. Shubha explains: “I was after peace of mind and quality. Findlaw UK has given me exactly that.”
SCOTT BAILEY LLP Scott Bailey LLP are a close knit team of solicitors based in Lymington, Hampshire, specialising in both Business and Private Client services with a primary focus on Dispute Resolution. Other specialist practice areas include Property, Debt Recovery, Employment, Alternative Dispute Resolution and Commercial work. They also work with Family Law, Wills, Probate and Trusts and undertake commercial and family mediation and family arbitration. Scott Bailey LLP is heavily client-focused looking to create lasting and lifetime solicitor-client relationships. THE CHALLENGE Prior to 2011, the firm struggled with a site that was static and old fashioned, and that was difficult to update in any meaningful way. Moreover, Dinshaw Printer, Principal at Scott Bailey LLP, felt that the website did not reflect the firm’s image accurately nor was it attracting any new cases or meaningful leads. He expressed the need for a more modern and enticing website with a look and feel that would attract traffic and interest in their business. A quick competitor search on Google revealed that many similar sized firms were generating new revenue as a result of their FindLaw UK website. THE SOLUTION In June 2011, Scott Bailey LLP placed their trust FindLaw UK; a solution from Thomson Reuters, to design and build a user friendly website that would make them stand out as specialists in their field of law. With the assistance of a dedicated Account Manager, their site was reviewed and completely overhauled to bring it in line with their business needs at the time. Dinshaw and his team were supported by their Account Manager who ensured they stayed up to date with the changes in the industry and placed themselves competitively to attract the right type of business. Since, Dinshaw has become highly involved in the maintenance of his website adding content, testimonials and news feeds regularly. The firm also added a video to help reach out to and engage with prospective clients. FindLaw UK from Thomson Reuters offers trusted law firm marketing solutions from website builds, design and content writing, to blogging services and more, helping to drive the kind of traffic you want. To request a free audit of your current website today, please contact the Thomson Reuters FindLaw UK team: Call: 020 7542 3725 Email: findlawuk.info@thomsonreuters.com Visit: findlaw.co.uk/law-firm-marketing
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