PREPARATION OF AN AFRICAN LAW FIRM FOR SPECIALISATION AND COMPETITION WITH FIRMS FROM THE DEVELOPED COUNTRIES: BY STERFORD MOYO 1. FIRST IMPRESSIONS 1.1The switchboard operator should, ideally, be fluent in English, French and a local language. APRIL, 2015

1.2The equipment operated by the switchboard operator should be modern, effective and clear state of the art equipment used for such purposes by any business one would find in the developed world. 1.3The premises should be accessible, modern in appearance, comfortable and consistent with the preferred image of the firm. Benchmark with firms in the developed world.

1.4The conduct and dress code of those operating within the firm should be consistent with what one would expect from any leading service business one would expect to find in a developed country.

2. BASIC DEPARTMENTS 2.1Litigation and General 2.2Mining Law 2.3Corporate and Commercial Law 2.4Conveyancing 2.5Estates Administration 2.6Intellectual Property 2.7Debt Collection

3. SERVICE DELIVERY Delivery of professional services should be: 3.1expeditious. There should be a rule requiring all communications to be responded to within 24 hours. In some cases the response will be to acknowledge receipt of the instruction and provide an estimate of the time a substantive response can be expected; 3.2by qualified and efficient personnel;

3.3by persons who understand the importance of professionalism, of responding to all correspondence timeously and returning telephone messages received; 3.4by persons who have alternates to delegate work to, when they are themselves not available to deal with clients.

3.5by persons with some knowledge and understanding of the standard the client expects of his or her lawyer in his jurisdiction or understand the standard the instructing lawyer has to comply with in the jurisdictions where the instructions come from; 3.6by lawyers who understand that international work involves working with persons in different time zones, making it necessary, from time to time, to attend to teleconferences and work outside normal hours;

3.7 by lawyers who understand the importance of making a source of work a repeat source of work; 3.8 by lawyers who take full instructions and avoid making assumptions. This is particularly important because assumptions you can legitimately make in your own jurisdiction do not necessarily apply to other jurisdictions.

3.9by lawyers who understand the importance of keeping the client and the corresponding lawyer happy.

4. WORK FLOW 4.1The experienced lawyer may delegate but should not lose control over the way the service is provided; 4.2Some time will need to be dedicated to training other lawyers to enable them to deal with assignments which may arise in the absence of the skilled lawyer;

4.3A reporting system for all work being done is critical; 4.4the experienced lawyer must ensure that he or she is responsible for progress and where there are failings, it may be necessary from time to time to cancel delegation; 4.5There should be no compromise on quality of work and its presentation;

4.6All work, agreements, letters, s should be presented in a uniform manner within the firm. Uniform presentation is a critical element of branding in any business; 4.7All support staff must display first class competencies in the tasks they deal with within the firm;

5. RELATIONSHIPS WITH CLIENTS Relationship with clients must: 5.1be captured in a detailed engagement letter which, ideally, must state what the mandate is and where possible, give a summary of the instructions; 5.2be detailed and leave no room for assumptions. All issues including issues such as deposit, charge out rates should be fully covered in the engagement letter;

5.3Leave room for you to withdraw from the mandate if your standard terms of engagement are not being complied with; 5.4Where you expect to recover payment from a corresponding lawyer, the situation should be communicated at the outset.

6. LAW FIRM NETWORKS 6.1Network formally to avoid being completely left outside networking rings; 6.2Network informally and understand that the success of legal business depends equally on competence of lawyers and relationships they build; 6.3Where possible, it may advisable not to make networks public; 6.4Be visible as a lawyer and as a firm.

7. MANAGEMENT 7.1Provide for management of the day to day tasks and non service related elements of the practice by a dedicated manager who is not necessarily a lawyer; 7.2Provide for management of delivery of professional services by qualified and experienced lawyers;

7.3Control liability. Limit liability where possible and ensure that you have proper insurance in place.

8. STAFF RELATIONS 8.1 Develop common purpose and ensure that all staff are motivated to achieve the purpose; 8.2 As far are as possible, try to promote from within.

9.FINANCIAL REPORTING 9.2Targets are essential; 9.3It is important to find out why people are not meeting targets and take remedial action. 9.4Credit Control. Credit control measures should include:

9.4.1 Collecting deposit top ups; Regular accounting; Timeous accounting after delivery of he service.

10. TECHNOLOGICAL RESOURCES 10.1Excellent resources needed for success; 10.2Keep abreast with technological changes; 10.3Hire a technological expert to ensure that the firm remains modern and to ensure timeous attention to problems.

11. MARKETING AND BUSINESS DEVELOPMENT 11.1Develop an understanding and appreciation of the importance of your brand within the firm. 11.2Encourage all lawyers to develop personal brands. 11.3Ensure that the market develops respect for your brand.

11.4 Raise the profile of the firm by: participating in key professional organisations; participating in key conferences; networking effectively; joining relevant business organisations; writing papers.

having a strong and charismatic web presence; participating in practice groups; distributing the Firm’s profile.

PREPARED BY: STERNFORD MOYO SCANLEN & HOLDERNESS LEGAL PRACTITIONERS 13 TH FLOOR, CABS CENTRE 76 JASON MOYO AVENUE HARARE ZIMBABWE TELEPHONE NO (Business) OR MOBILE: