We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byLizeth Lapsley
Modified over 2 years ago
Meeting Clients’ International Expectations WORLD SERVICES GROUP STOCKHOLM 8 JUNE
2243195 © Hildebrandt Baker Robbins 2010 2 Client attitudes Client polarisation regarding international firms –‘converts’ and ‘advocates’ –‘antis’ and ‘ambivalents’ Former see value in international offering Regard as essential for certain work that requires multi- jurisdictional capability –complex highest value transactions –multi-jurisdictional finance, capital markets and litigation Regard as highly advantageous for other work –work does not ‘necessitate’ it –client perceives distinct benefits from instructing international firm
International expansion – US firms DMxx © Hildebrandt Baker Robbins 2010 3 The number of foreign offices has more than tripled The number of lawyers has increased almost 10-fold
Leading UK firms also building internationally 5 of 6 largest Global 100 have UK ‘origins’ –Clifford Chance, Linklaters, Freshfields, DLA Piper and Allen & Overy 20 most international UK firms have in excess of 12,500 overseas lawyers 6 with c.1000+ overseas lawyers In total have 50 overseas offices with 75+ lawyers –10 in Germany –8 in China –6 in France –5 in each of Italy, Netherlands and US 2243195 © Hildebrandt Baker Robbins 2010 4
Need to meet underlying expectations Consistent performance –level of service, style of advice and overall approach Cross-jurisdiction relationship management –introductions, transactions, commitment, championing Integrated delivery –relationship partner ensures delivery across jurisdictions –team delivers as integrated entity –management of costs away from home jurisdiction / co-ordinated billing and admin 2243195 © Hildebrandt Baker Robbins 2010 5 Deliver value over and above competitor offerings – without this no rationale to instruct
Highly competitive landscape Around 80 firms with significant international capability / commitment –of almost 200 firms with some international presence Many long established / well integrated –strong focus on improving capability, developing ‘One-Firm-Firm’ Clear strategic focus apparent for some firms –account for c.40 Other 40 leading international firms vary in size, aims and focus –some will no doubt succeed –with others failing In addition there are other international networks –plus firms that have developed their own ‘best-friends’ 2243195 © Hildebrandt Baker Robbins 2010 6
Internationalisation of Law Firms 7 2243195 © Hildebrandt Baker Robbins 2010 0 500 1,000 1,500 2,000 2,500 3,000 0510152025303540 No. of Int'l Jurisdictions Total International Lawyers DLA Piper White & Case Linklaters Clifford Chance Allen & Overy Salans Lovells Freshfields Gide Norton Rose Squire Sanders Simmons Jones Day Bakers Loyens & Loeff Hogan & Hartson CMS Bureau Francis Shearman Dewey & LeBoeuf Ashurst Skadden Arps Clyde & Co Latham Mayer Brown 125 Firms
Different growth routes adopted Global Client Local Client Multi-nationalists Low High Integrationalists Low High International presence and expertise with integrated and consistent services & operations Local strength in depth and expertise plus high quality supporting services Slow build Offices in a small number of jurisdictions with highly integrated and consistent services & operations Fast build Offices in many jurisdictions with limited operational and client service integration 8 2243195 © Hildebrandt Baker Robbins 2010
Integrationalists Building consistent levels of breadth / depth of capability –focused on highest value multi-jurisdictional, transactional, capital markets and litigation work Different models adopted –UK ‘Global Quartet’: network of integrated offices –Slaughter and May: best friends –Wall Street: close but non-exclusive relationships Aim to provide integrated advice, synthesised opinions and seamless service delivery –frequently to extraordinarily demanding timescales Managed process –selection of key clients and client partners –underlying ethos ‘Key client anywhere is key client everywhere’ –client partners able to ‘command resources’ 9 2243195 © Hildebrandt Baker Robbins 2010
Multi-nationalists Prime focus on providing services on jurisdiction by jurisdiction basis – multi-local –complemented by mid-market cross-border work –in main not considered credible, capable, competitive for most complex matters Attractions to clients beyond work requirements –single point of contact –minimising number of advisors –brand re-assurance –value –in line with move to ‘global suppliers’ Consistency in approach and delivery important –otherwise limited client benefit Some more focused others fuller service 2243195 © Hildebrandt Baker Robbins 2010 10
International clients unforgiving Judge firms in both absolute and relative terms –relative to competitors within each market –relative to other practices and offices within firm Not always forthcoming in communicating shortcomings –give advisers benefit of doubt initially –work around weakness –become more selective with instructions But damage cumulative and will leave eventually to firm that can provide what they desire –competition provides increasing choice 2243195 © Hildebrandt Baker Robbins 2010 11
World Services Group 3 potential drivers – not mutually exclusive 2243195 © Hildebrandt Baker Robbins 2010 12 1.Act for domestic clients On behalf of domestic clients undertake transactions and further their interests in foreign jurisdictions 2.Attract foreign clients Act on behalf of clients from foreign jurisdictions in domestic jurisdiction 3.Achieve ‘network’ effect Combination of firms working together on international matters as well as acting as a conduit for in- and out-bound work Can be in part offensive and in part defensive
Closing comments Key to recognise extent of choice clients have –ranging from firms with strong integrated offerings –to those who deliver through effective relationships of independent firms Reputation, credibility and market recognition are increasingly important factors –tending to strengthen positions of established, larger firms –particularly on higher value matters Delivering value over and above competitors’ offerings critical –without this no rationale to instruct 2243195 © Hildebrandt Baker Robbins 2010 13
Maximising Client Base Value WORLD SERVICES GROUP GILES RUBENS STOCKHOLM 7 JUNE 2010.
COMPETITIVENESS ISSUES AROUND GLOBALLY INTEGRATED SERVICE DELIVERY Kenneth Gray Partner, Baker & McKenzie.
Preventing client leakage Peter Scott Peter Scott Consulting
W w w. h e n g e l e r. c o m Best Friends v. Mega Firms Third CIS Local Counsel Forum St. Petersburg 26 June 2008.
DFK International A briefing for clients July 2012.
Developing a Partner Reward Strategy – to build competitive advantage Peter Scott Consulting
Getting to Know BLD By Debo Nwauzu. About BLD Launched on 23 February 2006 UK’s first online directory of Black Minority Ethnic (BME) lawyers and.
“ One Stop Shop Business Services” “Our clients receive the Best Service ” “A broad range of fully integrated services” “WE EMPHASISE STRONG CLIENT RELATIONSHIPS.
What questions would you like to ask?. From which country does the UK import the most services? (1) Germany To which country does the UK export the most.
GLOBAL STRATEGY PLAN Paul Bacon, CEO EMEA February 2011.
Lloyd’s Strategy January © Lloyd’s2 Lloyd’s vision Key Characteristics A subscription market backed by mutual security A broker market;
Partner reward – a help or a hindrance to effective business development? Peter Scott Peter Scott Consulting
Presentation to the Chinese Institute of Certified Public Accountants Beijing September 2012 Supporting International Development by China’s Corporate.
Introducing Carey Olsen. We are an award-winning, market-leading offshore law firm.
Carers Trust Information for scheme and centre board members © Carers Trust 2012 Carers Trust is a registered charity in England and Wales ( ) and.
Our Vision for UKA. A nation inspired by athletics A World leading sporting organisation delivering clear, inspirational leadership for athletics To ensure.
Developing a partner reward strategy – to build competitive advantage Peter Scott Peter Scott Consulting
UK TRADE & INVESTMENT (UKTI). Anthony Arkle Energy & Infrastructure Inward Investment Projects 4 th December 2009.
2009 Strategic Planning Questionnaire Member Responses.
1 The role of Government in fostering competitiveness and growth Ken Warwick Deputy Chief Economic Adviser UK Department of Trade and Industry.
1 Business Strategy Lecture 10 -Global Trends John Birchall.
Eastern Chamber of Commerce Challenges faced when going Public September 11, 2013.
Judith M. Whipple, Ph.D. Department of Marketing and Supply Chain Management Michigan State University 325 North Business Complex
TerraLex Around the Globe… The TerraLex Story… One of the world’s largest law firm networksOne of the world’s largest law firm networks Founded in 1990Founded.
Key considerations INTERNATIONAL EXPANSION JAMES FIELDHOUSE (M&A) ED DWAN (TAX) 28 OCTOBER 2014.
Information Day on Irish International Education Strategy
Towards a Revised Regulatory Regime : A UK Perspective Richard THORPE Manager, Accounting Auditing Transparency & Valuation, UK Financial Services Authority.
1 MARK10 SUPPLY CHAIN MANAGEMENT Agenda Housekeeping & Field Trip details What in the World is going on? Lecture Chapter 1 Form Teams Homework.
What makes for a successful merger? Peter Scott Peter Scott consulting
CH. 6 TECHNOLOGY-BASED INDUSTRIES AND THE MANAGEMENT OF INNOVATION ALLEN HICKS ANTHONY BROWN CHRISTIAN GRANDORF BRADEN WALKER.
Education New Zealand. What we will cover How Education New Zealand was formed What guides us The start of our purpose and strategy development.
Globalization and the Multinational Enterprise
International Banking. Description Cross border cross country facet of banking business May not necessarily own or hold a physical presence offshore Traditional.
0 Introduction for Listing on AIM.
Alliance and Creating Value – a Brave New World Peter Scott Peter Scott Consulting.
IBA Conference Auckland Global Law Firms 25 October 2004 WIM DEJONGHE Allen & Overy LLP - Managing Partner Belgium.
Strategic Business Leadership Executive Education Seminar June 2015 STRATEGIC BUSINESS LEADERSHIP Strategic Thinking & the Strategic Management of Change.
CHAPTER 1- INTRODUCTION TO SUPPLY CHAIN MANAGEMENT
HR Manager – HR Business Partners Role Description
Leading global excellence in procurement and supply Sustainable Growth in Products & Services 22 nd March 2013 Duncan Brock, Customer Relationships Director.
Impartial financial advice. LEBC Group: Recruitment 2015 Surbhi Gosain, HR Manager.
Building Capital Values Peter Scott Peter Scott Consulting.
Copyright © 2010 Pearson Prentice Hall. All rights reserved. 1-1 The Multinational Enterprise (MNE) A multinational enterprise (MNE) is defined as one.
Global Market Entry Strategies
AB209 Small Business Management Unit 3 – Planning the Business and its Products or Services.
CUSTOMER-BASED BRAND EQUITY Zeenat Jabbar Brand Knowledge Structure Brand awareness, depth, and breadth Brand associations 15.2.
Linklaters │ June What can law firms do to help clients through the ‘difficult times’. At the Pricing level Adopt a flexible approach to pricing.
1 External Counsel and In-house Counsel CIS Forum Panel Doran Doeh 26 June 2008.
BUSINESS MANAGEMENT. WHAT IS STRATEGY? Strategy may be defined as a course of action, including the specification of resources required to achieve the.
Mergers Alliance International Corporate Finance Network.
© 2017 SlidePlayer.com Inc. All rights reserved.