Launch marks pre-emptive move in “Tesco law” strategy
The Co-operative is trialling a scheme to offer legal services through its high street banks.
It launched a pilot scheme this week at three Britannia branches in Bristol, ahead of the liberalisation of the legal services marketplace in October. It intends to use the results to help it formulate its future “Tesco law” strategy. It will be offering free legal advice to customers who drop in or request an appointment for the next two weeks.
The Co-operative Legal Services (CLS) has teamed up with its sister organisation, the Co-operative Financial Services (CFS) to run the pilot.
Rod Bulmer, managing director of retail, at CFS says: “There are nearly 350 branches of Britannia and The Co-operative Bank across the UK, so this pilot scheme will enable us to assess how legal services can be delivered on the high street.
“If successful, there is clearly great potential to bring these services under one roof.”
Eddie Ryan, managing director of CLS, adds: “The Legal Services Act will radically change the way in which solicitor services are delivered in England and Wales.
“The shake-up that the new Act offers is absolutely necessary if legal services are to become more accessible to customers. Many people feel that solicitors communicate with them poorly, use jargon that is confusing and don’t understand how services are priced.”
CLS launched in 2006 with a target of employing 150 people within a five-year period but has grown faster than expected and currently employs more than 380 staff, who offer legal help and advice on personal injury claims, will writing, probate and estate administration, conveyancing and employment law.
Branding expert, Pearse McCabe, strategy and planning director at Rufus Leonard, says the Co-op is in an “enviable position” and has “proven that its brand can stretch into retail, financial services, funeral care and pharmacy to name just a few.
“Much like QualitySolicitors did with its TV advertising, The Co-op has made a pre-emptive move enabling it to ‘steal a march’ on its competitors and heighten awareness around the new service line. This face-to-face contact with the local community has the potential to supplement its existing telephone-based advice service with invaluable knowledge about the people it’s selling to.”
