Sadly my father recently passed away and the thoughts of my family turned to appointing a funeral director. It was a toss-up between a local family-run firm and the Co-operative Funeralcare. In the end we chose the family firm, but it was a close-run thing.

When I registered my father’s death, the registrar said that the Co-op was growing in popularity and was very helpful and efficient. Fortunately for us, so was the firm we appointed, but I could not help thinking that the firm was much more helpful, business-like and accommodating than it might have been a few years ago. New competition has made it reconsider what the firm provides and how it provides it.

Whether or not the Co-op is successful in its recent bid for more than 600 branches of Lloyds, there is no doubt that thousands of high street law firms now need to look inward to consider improving the way they offer and provide their services.

The recently published Portas Review, providing an independent report into the future of our high streets, identified some notable concerns, including ‘the progressive sprawl of supermarkets into need-based services... which were once the preserve of the high street’.

With the continued creation of new legal services providers in the form of alternative business structures (ABSs), high street law firms face increasing pressure and competition. However, there is still time for most firms to take proactive and defensive action.

I have monitored the situation very closely for the past two years and have considered what my strategy would be were I running a high street practice. My priority would have to be looking after my vulnerable but existing client base. I would task someone in my firm with the job of getting that base in order and making contact with each client over the next few months.

Those clients need to know that: I am still there to serve them; I value their business; and that both my colleagues and I look forward to assisting them whenever we can - now and in future. In short, I would make every effort to ringfence what had taken years of hard toil to build.

I would then look at the basics of the service I was offering. Are all my staff as helpful and welcoming as they should be? Are the phones answered quickly and professionally every time, in and out of office hours? Is the office a welcoming environment? Are our office hours long and flexible enough? Is every enquiry followed up promptly and professionally?

My firm’s profile and image would have to be considered. Do we need a makeover? Is our online presence first class, or do we just have a website because everyone else does? Can potential clients find us when searching online? Is our website accurate and updated regularly? Do we do enough locally, both by helping the community and by featuring regularly in the local press?

Marketing and PR can be expensive but are essential. Do what you can yourself, but when possible employ experts to guide and advise you - that can add real value.

It is also important to ask: Am I running my practice like a business? Do I know where every penny goes? Am I making the most of technology? Do we cross-sell internally and do we work with other local businesses and reciprocate recommendations?

Another consideration is whether there is value in becoming part of a bigger legal group or brand. If so, which one of the many that now exist? Is there beneficial marketing and buying power in greater numbers, or could being part of a brand damage the firm’s image? How can you keep abreast of all of the issues, threats and opportunities that will arise?

The list of things to consider may seem long but should, nevertheless, be compiled soon and worked through systematically.

No one should deny that the challenges ahead are culminating into a ‘perfect storm’. One thing is absolutely clear: the provision of legal services will change dramatically over the next few years. Existing firms can either become part of those changes or part of legal history.

Rob Hailstone is founder of the Bold Group, a nationwide membership of more than 120 independent high street law firms