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Author=K. ShinichiSource=Douban Group | People in Law The original question of the students in the legal circle = [Notes] about the confidence of lawyers
Everyone knows that the quotations of law firms are becoming more and more volatile, whether it is litigation or non-litigation.
In recent years, there have been fewer and fewer customers who can pay in strict accordance with the hourly rate or preferential hourly rate in accordance with the practice of the "developed legal market", whether it is foreign or domestic customers, and instead of Party A's general price suppression and Party B's common "non-self-respecting" quotation.
However, it cannot be said that this situation is not in line with market logic. After all, the economy is in a downturn, and there are always newcomers entering the market and wanting to get a share, so it is not abnormal to have a price war.
In this case, when I once complained to a senior partner, the partner made a point that impressed me - if you are confident enough in the legal services you provide, you should have the confidence to let your client go, let your client experience the services of another lawyer, and then see if he will come back.
At the time, I admired the lawyer, but I didn't think it was going to happen, because it sounded too idealistic.
As a result, I recently encountered two things in quick succession.
One is a publicly traded company. In the beginning, when we served them (it was four or five years ago), the quotation was always a relatively "reasonably high" quotation in the market, and later, when other law firms recommended by their boss came in to serve the legal department, the price gradually decreased, and our price could only be gradually lowered.
Until recently, I thought one of their projects should have been quoted at the previous normal level, because it was relatively complex and the team was currently saturated.
In this case, the client naturally found other law firms to inquire about the price, but finally chose us. During this process, they talked to us about the price many times, but I basically bit the original price and only gave a symbolic discount, but they still chose us in the end, which made me very happy.
On the other hand, we are in one of our tax service projects, and we help our clients solve a tax dispute more properly.
In practice, there are often disagreements as to whether tax issues are "optimally resolved" (i.e., how much tax savings are within the limits of compliance). Although I myself have a lot of confidence in the professionalism of our tax team, the client's boss obviously felt that there would be a "better solution" and could have solved the matter more perfectly.
Later, they approached a "tax planning agency" that was very good at promoting another tax dispute. After this, I even reflected on whether we were not grounded in the process of providing services, resulting in the loss of customers.
But recently, they actually found something similar again, and they didn't say too much about the reason. And agree that we will charge at the original standard rate.
Through these two things, I actually clearly felt the theory of confidence mentioned by the senior partner earlier.
Of course, most of the clients who apply this theory may still be more market-oriented clients who rely heavily on the professional ability of lawyers. For this kind of client, if you have enough professional skills and the relationship with them has been relatively normal, then I think this confidence theory can work.
However, if it is for some state-owned enterprises that are very price-sensitive, or for legal work with low gold content and low technical content, this law may not be so obvious.
Feel emotional.
The article only represents the author's personal views and positions: Handbook of Practical Skills in Civil and Commercial Law (Second Edition)
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