来自北京、上海的全国性综合律所不断下沉业务，“占领”区域法律市场的招投标名单，这给区域本土律所带来多重挑战，但也促使他们提升策略、扩大布局。
如今，在区域性法律项目的招投标名单中，越来越多出现了名称中带有“北京”“上海”字样的竞标律所。“某家市属国有企业的常年法律顾问项目，一下子来了十几家律所竞标，且基本上都是规模大所——包括总部位于北京、上海的律所。”一位工作于长三角地区某市的律师告诉ALB，“竞争可以用‘惨烈’来形容。”
疫情后经济复苏曲线波折，促使更多律所到新市场寻找业务机会，北京、上海两地律所开设分所的数量可以作为佐证：根据上海律协的数字，2024年上海律所在外省市设立分所数量达111家，同比增长20%以上；根据全国律师信息平台，仅在7个核心外省市，北京律所在过去一年中就新设了91家分所。
ALB的报道则记录了15家律所在2024年开设的20家新分所，他们都是品牌大所，选择的布局地则从东北到西南，遍布全国。
借助总分所的整体业绩、完善的网络布局、更灵活的费用模式，尤其品牌大所，他们在业务下沉过程中给区域法律市场带来了“碾压式”的影响；不过区域律所的管理者也告诉ALB，压力引发变化，新的竞争态势正要求他们更加擅用本土智慧、强化战略思维。
浙江、江苏：从人才到业务的全面交锋
在杭州及浙江市场，当地头部律所天册律师事务所的管理合伙人蒋国良律师告诉ALB，来自北京、上海的全国性律所参与本土项目竞标的现象确实在过去两年愈发明显，直接原因在于他们相继开设了杭州办公室，“到目前为止，几乎所有品牌大所都已经落地杭州”。
竞争表现最突出的是国有企业、金融机构的法律项目。“它们通常涉及招投标程序，更适合全国性律所利用整个事务所的资源、背景、能力展开竞争。”
在南京和江苏市场，法德东恒律师事务所管理合伙人王磊律师坦言：“过去两年，我们明显感受到北京、上海等全国性律所对江苏本地项目的关注度不断提升。”其中竞争感受最明显的是三类业务：一是新兴领域，例如知识产权和反垄断；二是金融证券、资本市场业务；三是伴随越来越多江苏企业涉足海外市场，所产生的跨境并购和国际化法律事务。
在与全国性大所直面竞争的过程中，王律师特别感受到对方的优势。“首先是人才与专业分工更为精细化，特别是在细分领域的律师储备更加充分。”其次是跨区域协作与综合服务能力，“全国性律所往往在各地都设有办公室或有紧密的协同网络，在应对大型综合性项目时，更能体现一站式服务的完整性”。
蒋律师则特别感受到全国性大所在人才方面带来的挑战。他坦言，在同时拿到多家律所offer的情况下，确实有法学生倾向于加入更具品牌吸引力的全国性大所。可以说，从客户、业务到人才，全国性大所正在区域市场与我们展开‘全面交锋’。”
重庆、武汉：质量、收费层面挑战明显
同样的现象也正在中西部的法律服务市场上演。
中豪律师事务所总部位于重庆，其管委会副主席郑毅律师告诉ALB，尤其疫情以后，全国性律所加速参与区域法律项目竞争。“北京、上海律所原本业务量较为饱和，现在却要到其他区域去获取更多业务机会。成渝双城经济圈是国家新的经济增长极，存在较好的业务机会，自然吸引了北京、上海律所的目光”。
郑律师透露，除了成渝分所积极参与本地项目竞标，在一些大型重组、并购、资本市场项目中，由于在全国范围内筛选，即使没有设立成渝分所的全国性大所也在积极竞标。
此外，在一些复杂的特殊领域商业纠纷案件，或者某种特定交易类型项下的纠纷案件中，“由于招标人希望寻求在该特定领域中拥有更多类案经验的律师团队代理，这种情况下北京、上海律所也可能在某些高度细分的领域具有相对优势”。
来自全国性律所的另一重挑战在于费用。郑律师坦言，“一些我们认为普遍收费较高的知名律所，为了开拓西南市场，也在不断调整报价模式”。
作为武汉及湖北市场的头部律所，武珞律师事务所也明显感受到本地项目中，来自全国性律所的竞争压力正在增加。武珞所主任姚飞律师坦言：“北京和上海律所本身的规模和体量就比较大，也在法律服务市场的最前沿，所以业绩和服务范围明显优于本地所。还有一个突出的现象是，这些律所的湖北分所往往会把其总所的业绩罗列参与投标竞争，主要在非传统业务领域表现比较明显。”
“其实竞争本身正当且无可避免。”姚律师指出，“但本地律所面临的是不完全正规的竞争，例如用总所的业务投标，实际操作的却是本地分所。”
多种手段积极应对
不过，面对来自全国性大所的竞争，本地律所也在积极从策略、专业、资源、管理等角度，思考并强化自身的独特优势。
天册的蒋国良律师指出，本土律所需要打造差异化优势，避免在没有复杂性的法律项目中盲目内卷。“最近两年我们发现，天册处理的业务越来越复杂、疑难了。这类项目的客户法务团队往往很有经验，能够综合评判法律团队的能力。他们不会只认律所品牌，而会实际考察律师对业务理解的深度、能否提供解决方案。”
把握区域客户特质之外，本土律所也要充分利用本地资源。蒋律师举了个例子：杭州非常关注本地创新产业的发展，因此，天册策略性地服务于医药、高科技、数据等领域企业。
法德东恒的王磊律师也强调深耕本地资源与人脉的重要性。“本地律所对区域产业结构、地方政策、商务环境有更深入的理解，例如在地方政府采购或区域招商引资类项目中，本地律所能更好地把握地方政府机构的沟通方式、审批流程与项目特点，减少沟通和执行成本。”他说。
此外，敏锐贴合本地经济动向研发新业务领域也很关键。蒋国良律师告诉ALB，天册的一个重要特点就是“不断采取策略，配合新的经济发展趋势”，例如在过去两年，天册扩大了知识产权部门，并邀请有大厂工作经验的律师加入，成立了专门的数字经济法律服务部门。
“面对北、上所专业化的冲击，本地律所需要更主动地构建或扩充专业团队。”王磊律师也如此说道。因此针对市场热点业务领域，例如科创金融、数据合规、ESG、跨境投融资等，法德东恒正在寻求引入优秀人才或与专业团队深度合作，形成差异化竞争壁垒。
在中豪，郑毅律师告诉ALB，伴随经济活动日益复杂，也为了更贴合本地经济特色，中豪近年在原来的业务领域部门基础上，细化构建了13个细分领域的业务中心，“让合伙人更加明确地在某个业务中心里得到全面、系统化的培训和业务技能成长”。
开源之外，在目前的经济形式下，“节流”也是务实的选择。郑律师表示，本土律所需要更加审慎地控制律所运营成本。由于自疫情以来中豪一直坚持“不裁员”原则，“其他行政管理支出，例如重大商务活动经费、办公室的大规模改造装修、在发达区域开设新的分支机构等计划，就需要暂缓”。
坚持适度扩张，平衡规模与品牌
不过郑毅律师指出，本土律所也需要开拓新的业务机会，中豪开设分支机构的脚步并没有停止：中豪选择了在运营成本相对可控、业务机会较为丰盈的老挝新设分支机构，“去年12月已经正式拿到批文，未来将进一步配合中国企业‘走出去’的发展脚步”。
郑律师坦言，由于本土法律市场压力增强，他确实观察到部分本土品牌也开启了快速规模化之路。但他提醒：对此要特别保持审慎。“中豪一直认为，品牌、质量比人数的增长更重要。如果只是做简单的加盟挂靠，无法通过一体化公司化的管理控制服务质量，实现高度协同，那么内部的团队素养和服务质量良莠不齐，又如何同时实现律所品牌化发展？”
蒋国良律师对此持相同看法：“律师行业不进则退。天册已经在北京、上海、深圳、宁波设立有分所，也在研究一些重点城市。我们肯定会往全国走，去争取更大的市场。”但是，扩张的前提是做好制度建设。“一家事务所的核心竞争力是产品和人才，我们希望伴随规模扩大，天册的服务能力和产品力能够保持一致，在规模和口碑之间需要寻找一种协同效果。”
姚飞律师也提供了另一种开拓新市场的思路：“湖北武珞已经在湖北十堰、陕西西安、上海浦东、河南郑州、武汉东湖高新和新疆可克达拉设立6家分支机构，提供有差异化的法律服务，来满足更多区域和更多产业的客户需求。”
面对区域市场的压力，蒋国良律师最后指出，本土律师还是有理由保持乐观。“压力是件好事情，有压力才有改变，才有前进，最重要的是面对压力，如何调整自己。”
此外，最近两年可能尚属于全国性律所和本土市场的磨合阶段。诚然，部分律所的低价策略会给本土市场带来阵痛，但客户如果发觉低价难以购买到优质服务，未来也会另作选择，“区域市场将慢慢恢复到良性竞争的状态”，蒋律师预期道。
REGIONAL RESHAPING
Major Chinese law firms from Beijing and Shanghai are aggressively expanding into regional markets amid uneven post-pandemic recovery. Regional firms are countering this challenge by deepening local expertise and developing niche specializations to maintain their competitive edge.
The Chinese legal market is witnessing a significant shift in its competitive landscape. Regional lawyers are increasingly finding their local territories challenged by heavyweight competitors from the nation's largest cities. Law firms bearing "Beijing" and "Shanghai" in their names are increasingly appearing on bid lists for regional legal projects.
“For a legal advisory project of a state-owned enterprise in our city, more than a dozen firms competed—most of them were large firms, including those headquartered in Beijing and Shanghai,” says a lawyer from the Yangtze River Delta region. "The competition is brutal."
The uneven post-pandemic economic recovery has pushed law firms to explore new markets. The expansion of Beijing- and Shanghai-based firms illustrates this shift. According to the Shanghai Bar Association, in 2024, Shanghai firms established 111 new branches outside the city, a more than 20 percent year-over-year increase. Data from the national lawyer information platform shows that in just seven key provinces, Beijing law firms opened 91 new offices last year.
ALB’s records indicate that in 2024, 15 major law firms launched 20 new offices, spanning from the northeast to the southwest of China.
Leveraging the resources of their headquarters, extensive networks, and flexible pricing models, particularly among top-tier firms, these entrants are reshaping regional legal markets with overwhelming force. However, regional law firm leaders tell ALB that this pressure is driving change, pushing them to sharpen local expertise and refine strategic approaches.
Battle for talent in East China
In Hangzhou and the broader Zhejiang legal market, Jiang Guoliang, managing partner at local powerhouse T&C Law Firm, tells ALB that in the past two years, Beijing- and Shanghai-based national firms have increasingly bid for local projects, largely due to their expansion into Hangzhou. “At this point, nearly all major national firms have established offices here,” he says.
State-owned enterprises and financial institutions have become key battlegrounds. “These projects typically involve bidding processes, where national firms can leverage their broader resources, networks, and expertise,” Jiang notes.
The same trend is evident in Nanjing and across Jiangsu. Wang Lei, managing partner at Fadedongheng Law Firm, points out: “Over the past two years, their interest in Jiangsu-based projects has clearly increased.” The most intense competition centres on three areas: emerging sectors such as intellectual property and antitrust, financial and capital markets, and cross-border M&A, driven by Jiangsu companies expanding overseas.
Facing direct competition, Wang highlights the national firms' advantages: “Their talent pool and specialization are more refined, particularly in niche areas.” He also points to their extensive networks. “With offices across multiple cities and strong coordination, they offer seamless, full-service capabilities for large, complex projects.”
Jiang, meanwhile, sees a talent challenge. Law graduates holding multiple offers often prefer the prestige of national firms. “From clients and business to talent, these firms are engaging in an all-out battle in regional markets,” he admits.
Pricing wars in Central, West China
A similar shift is unfolding in China’s central and western legal markets.
Ian Zheng, vice chairman of the management committee at Chongqing-based ZHH & Robin, tells ALB that “Beijing and Shanghai firms, once saturated with work, are now seeking new opportunities elsewhere. The Chengdu-Chongqing economic zone, as a national growth hub, naturally draws their attention.”
Beyond establishing local offices, national firms are bidding for large-scale restructuring, M&A, and capital market projects—sometimes even without a regional presence. In specialized commercial disputes or niche transactions, Zheng notes, “Bidders often prefer law firms with extensive experience in specific case types, where Beijing and Shanghai firms may have a relative edge.”
Pricing is another challenge. “Some well-known firms, traditionally seen as expensive, are adjusting their fee structures to gain traction in the southwest market,” says Zheng.
In Wuhan and across Hubei, Wuluo Law Firm has also felt mounting competition. Managing partner Yao Fei notes, “Beijing and Shanghai firms, with their scale and market position, offer broader services and stronger track records than local firms.” He also points to a key strategy: “Many of these firms list their headquarters’ credentials when bidding, even though the work is handled by local branches. This is particularly evident in non-traditional practice areas.”
“Competition itself is fair and inevitable,” Yao acknowledges. “But local firms face an uneven playing field when national firms use their headquarters’ track record to win bids, while actual execution happens at the local level.”
Strategic adaptation
In response to mounting competition, regional firms are actively refining their strategies, leveraging expertise, resources, and management approaches to strengthen their unique advantages.
Jiang of T&C Law Firm emphasizes the need for differentiation to avoid unnecessary competition in routine legal work. “Over the past two years, we’ve seen a rise in complex and high-stakes cases. Clients in these projects are experienced in-house teams that assess firms based on their depth of expertise and ability to provide solutions, rather than just brand recognition.”
Beyond understanding regional client needs, local firms must maximize homegrown resources. Jiang cites Hangzhou’s focus on innovation industries, which has led T&C to strategically serve companies in pharmaceuticals, high-tech, and data sectors.
Wang of Fadedongheng highlights the advantage of deep local knowledge. “Regional firms have a stronger grasp of industry structures, local policies, and business environments. In government procurement or investment projects, they better navigate bureaucratic procedures and communication, reducing costs and inefficiencies,” he says.
Adapting to economic shifts is also key. Jiang notes that T&C has expanded its intellectual property practice in the past two years, recruiting lawyers with experience at major tech firms and establishing a dedicated digital economy legal service team.
Wang echoes this move. “To compete with national firms, local firms must proactively build or expand specialized teams.” Fadedongheng is targeting emerging fields such as fintech, data compliance, ESG, and cross-border investment by recruiting top talent and forming deep partnerships with specialized teams.
At ZHH, Zheng underscores the increasing complexity of economic activity and the need for a structured approach. The firm has expanded its practice areas into 13 specialized business centres, providing partners with systematic training and skill development.
Alongside business expansion, cost efficiency has become a pragmatic focus. “In the current economic climate, cutting unnecessary expenses is crucial,” Zheng admits. Since the pandemic, ZHH has adhered to a no-layoff policy, choosing instead to scale back spending on major business events, office renovations, and new branches in high-cost regions.
Growth vs brand
Despite rising market pressures, local firms continue to seek expansion opportunities. ZHH, for example, remains committed to measured growth, recently establishing a branch in Laos. “We received approval last December and plan to support Chinese enterprises in their global expansion,” says Zheng.
Zheng acknowledges that some local firms are aggressively scaling up in response to increasing competition. However, he urges caution. “At ZHH, we prioritize brand and service quality over sheer size. If a firm grows through loose affiliations rather than integrated management, maintaining service consistency becomes nearly impossible. How can such a model sustain long-term brand development?”
Jiang echoes this sentiment. “A law firm is either progressing or falling behind. We have already established offices in Beijing, Shanghai, Shenzhen, and Ningbo, and we are exploring other key cities. National expansion is inevitable for us.” However, he stresses that “a firm’s core strength lies in its expertise and talent. As we scale, we must ensure our service quality and reputation remain aligned.”
Yao shares another approach. “We have set up six branches in Shiyan, Xi’an, Shanghai Pudong, Zhengzhou, Wuhan East Lake High-Tech Zone, and Kokdala in Xinjiang. These offices offer differentiated legal services to meet the needs of diverse industries and regions.”
Despite increasing competition, Jiang remains optimistic. “Pressure is good—it drives change and progress. The key is how we adapt.”
He also believes the current phase is a period of adjustment between national firms and regional markets. While aggressive pricing strategies by national firms may initially disrupt local markets, clients will eventually recognize that low fees often come at the cost of quality. “Over time, regional markets will return to a state of healthy competition,” he predicts.
