If you ask law firm partners how clients typically find them, the most common answers remain word of mouth, reputation and referrals. These factors continue to matter significantly. However, they no longer represent the full picture.
The way individuals search for, evaluate and appoint solicitors in the UK has evolved. It is increasingly digital, more research – driven and far more comparative than many firms assume.
Findings from QualitySolicitors’ client research, the Legal Services Consumer Panel 2024/25 Tracker, Solicitors Regulation Authority (SRA) consumer polling and BrightLocal’s review studies all point to the same conclusion: modern legal consumers are informed, cautious and digitally confident. They research extensively, compare multiple providers, examine pricing and have limited tolerance for friction in the process.
For law firms, the issue is not whether digital strategy and client experience matter. It is whether firms are keeping pace with client behaviour.
The digital discovery reality: how clients find a solicitor
Here is a figure that should give any law firm pause: according to our own data, 63% of clients found their solicitor online. Most searched directly – around 55% – while a further 8% came through social media. In addition, 52% specifically looked for a local solicitor. Even with the growth of remote services, proximity remains important to many clients.
This is not a short term trend. It reflects how many prospective clients are now identifying legal support, often before they are familiar with a firm’s name.
The SRA’s 2024 poll reinforces this shift. Of 2,009 respondents, 30% had recently used a regulated legal service and 90% of those chose a solicitor. Almost half – 47% – checked that their provider was properly regulated before proceeding. Consumers are not selecting firms at random; they are researching and verifying their choices carefully.
For firms seeking to attract new instructions, digital presence cannot be an afterthought. At a minimum, this requires:
- SEO that positions the firm strongly in local legal searches.
- An accurate and well – maintained Google Business Profile to capture “near me” searches.
- Social media activity that supports credibility and trust.
- PPPC campaigns targeting clients ready to instruct.
These should not be viewed as optional enhancements. They form the foundation of modern client acquisition. Without them, firms risk losing instructions to competitors who are more visible at the point of search.
The price transparency problem – and opportunity
When we asked clients what matters most when choosing a law firm, price was the clear priority. Legal fees are often significant and, for many people, unexpected, so cost remains a central consideration.
However, many firms are still not fully transparent about pricing. The Legal Services Consumer Panel’s 2024/25 annual Tracker found that only 38% of consumers saw price information before instructing a solicitor and just 29% received a full breakdown of potential additional costs such as disbursements. This represents a clear gap between client expectations and current market practice.
38% of legal consumers saw price information before instructing a solicitor.
Source: Legal Services Consumer Panel Tracker survey, 2024/25.29% received a full breakdown of potential additional costs.
Source: Legal Services Consumer Panel Tracker survey, 2024/25.
In a market where price strongly influences decision-making, these figures are significant. SRA data show a marked shift following the introduction of transparency rules: prior to the changes, only 18% of firms published prices online; this increased to 68% after implementation. Consumer behaviour has evolved alongside this change, with 55% of individuals and 60% of small businesses now comparing prices before selecting a solicitor.
The conclusion is clear. Clients expect to compare options and firms that facilitate this process are more likely to secure instructions. Transparency is not simply a regulatory requirement; it is a commercial advantage.
Importantly, publishing prices does not mean competing solely on cost. Clearly explaining fees, outlining what is included and setting expectations around additional charges strengthens credibility. Firms that communicate openly about pricing are often perceived as more professional and trustworthy, which plays a decisive role in client selection.
Clients do their research – and compare their options
When a potential client finds your firm online, they rarely make contact immediately. Our research shows that nearly one third of consumers review at least three different law firms before deciding who to approach. SRA findings support this pattern, confirming that comparison between providers is becoming standard behaviour.
This is the stage at which online reputation and presentation become critical. Prospective clients review websites, assess services, evaluate tone and professionalism and examine client feedback. Reviews play a significant role in determining whether a firm is contacted or overlooked.
Law firms should recognise that evaluation begins long before direct engagement. Every element of a firm’s digital presence, from website content to online reviews and social media activity, contributes to perception and influences decision – making.
Why reputation management is now a core business function
Online reviews have become a central component of legal marketing. BrightLocal’s 2025/26 Local Consumer Review Survey highlights the scale of their influence:
94% of consumers are open to writing a review when asked.
Source: BrightLocal Local Consumer Review Survey, 2025/26.68% of consumers will only use a business with a rating of 4 stars or above.
Source: BrightLocal Local Seo Statistics, 2025.74% of consumers use at least two review platforms when researching a business.
Source: BrightLocal Local Seo Statistics, 2025.
Google remains the leading review platform, followed by Facebook and Yelp. For law firms, maintaining a strong and actively managed Google Business Profile with consistent, recent feedback is essential.
Reputation management should therefore be treated as an ongoing operational priority rather than a passive outcome of good service.
Service quality and complaints: the reputation risk nobody talks about
The Legal Ombudsman’s 2024/25 annual data present important considerations for the sector. New complaints accepted rose to 7,203, representing an 8% year – on – year increase. Poor service findings were made in 70% of investigated cases, up from 65% in 2022/23 and poor complaint handling was identified in 49% of cases.
70% of investigated cases resulted in a poor service finding – up from 65% in 2022/23.
Source: Legal Ombudsman annual complaints data, 2024/25.49% of cases also showed failures in complaint handling.
Source: Legal Ombudsman annual complaints data, 2024/25.
These figures indicate that while firms continue to invest in digital marketing and visibility, service delivery remains a vulnerability across the market.
SRA research reports that 87% of clients were satisfied with legal services in 2024. However, this implies that approximately one in eight clients had a negative experience. Dissatisfied clients are significantly more likely to share their experiences publicly, particularly through online reviews.
Maintaining reputation therefore requires consistent service standards, clear communication and effective complaint handling throughout the client journey.
The contactability gap: why being reachable wins business
Research shows that 70% of clients contacted more than one law firm before engaging one. This behaviour reflects a desire to compare options, pricing and responsiveness.
Clients expect prompt replies and clear communication. Delays in response, limited accessibility or an unhelpful first interaction frequently result in lost instructions. Where multiple firms are approached simultaneously, responsiveness often becomes the deciding factor.
Contactability extends beyond listing a phone number on a website. Firms should consider multi – channel accessibility, timely follow – up and, where appropriate, out-of-hours responsiveness. In a competitive environment, being the first to provide a clear and helpful response can materially improve conversion rates.
How far will clients travel? The local vs national balance
Our client research indicates that proximity remains important:
39% wanted their solicitor to be within 5 miles.
Source: QualitySolicitors client research.25% were willing to work with a firm within 5 – 10 miles.
Source: QualitySolicitors client research.20% said they were happy to work with any firm in the UK.
Source: QualitySolicitors client research.
Most clients still prioritise local providers, reinforcing the importance of local SEO, strong community presence and an optimised Google Business Profile.
However, the 20% willing to instruct nationally represent a meaningful growth opportunity. With video consultations, secure portals and digital signatures now standard practice, geographic limitations have reduced significantly.
Firms with strong digital infrastructure, clear service propositions and well-managed online reputations can extend beyond traditional catchment areas and compete more widely.
What today’s client actually wants: a summary picture
Bringing together our research and wider sector data, today’s legal client typically:
- Finds solicitors primarily through online search, with a preference for local results.
- Compares multiple firms before making contact.
- Expects clear and accessible pricing information.
- Reviews ratings across more than one platform.
- Contacts several firms at once and assesses responsiveness.
- Values both personal recommendations and verified online reviews.
- Expects consistent, professional service throughout the matter.
The Legal Services Consumer Panel also highlights that vulnerable clients, including non – English speakers and those with lower digital confidence, face greater challenges navigating the market. Firms that prioritise accessibility, clarity and multi – channel communication are therefore not only improving competitiveness but contributing to fairer access to legal services.
The strategic imperative for law firms in 2026
The evidence consistently points in one direction. Firms positioned for growth are those that understand digital client behaviour, demonstrate pricing transparency, respond promptly to enquiries, actively manage reputation and deliver reliable service.
The Clio Legal Trends Report supports this. Firms that focused on operational efficiency significantly increased revenue over four years, not only by attracting more clients but by managing matters more effectively.
Marketing performance and operational systems are closely linked. Sustainable growth depends on alignment between client acquisition and service delivery.
Final thoughts: know your client, win their trust
Today’s clients research extensively before making contact. They compare firms, review pricing, assess feedback and evaluate responsiveness. Their judgement continues throughout the engagement and often concludes with a public review.
Firms that align with this behaviour, by being visible, transparent, accessible and consistent are better positioned for long-term resilience.
Understanding client expectations is no longer solely a marketing consideration. It is a strategic requirement for firms operating in 2026 and beyond.
This article was submitted by Quality Solicitors as part of an advertising agreement with Today’s Conveyancer. The views expressed in this article are those of the submitter and not those of Today’s Conveyancer.
