体量规模、优势特色各不相同的上榜律所，都在过去一年中找到了适合自己的发展道路，坚持着独到的发展策略，方才取得令人瞩目的成就。ALB与几家上榜律所聊了聊各自的“成长故事”。
经过两个多月的精心调研，ALB根据申报律所的收费人员增长、新添加的办公室数量、新增核心合伙人、新增重要客户以及营业额增长量等关键指标，评选出了2024 ALB China 十五佳成长律所榜单。
今年，有八家律所首次上榜，超过总数的一半，这八家律所各自在若干指标上有极为明显的扩张表现。这一细节足以体现中国律师行业的发展不缺速度、动力十足，借助各有特色的发展策略、精准的业务定位，将不断有“新玩家”出现在市场舞台之上。
同时值得注意的是，榜单中，即便是已经建立了一定的市场影响力、具备相当市场规模的律所，也借助不断革新的思维，在多项指标上呈现出显著增长。可以说，每家上榜律所都有着发展的“独家秘籍”。
邦盛所：1+1＞2
律所合并、团队加入、加速招聘等通常是实现规模扩张的常见措施，可以帮助律所达成指数级的“自我更新”。本次上榜的邦盛律师事务所正是在2023年引入了一支超过200人的专业团队，以人数变量实现快速增长。
2022年，在一家规模大所领导一支信用法律服务团队的李寅武律师在与邦盛多次沟通后，最终决定全员转移到邦盛。李律师的团队已发展20年，律师及辅助人员超过200人，是业内在信用法律服务领域中规模最大的团队，旨在通过前期的信用及资产调查、中期的信用法律风险管理技能培训与信用管理法律咨询、后期的信用法律收款服务，助力企业快速回笼资金，加速现金流转，降低逾期、坏账率，提高信用法律风险管理水平。
谈及彼时加入邦盛的决定，李律师告诉ALB：“邦盛本身在北京也发展了20年，有着丰富的积淀，获得了诸多奖项和荣誉，在资本市场相关业务上颇有建树。更为关键的‘人合’因素，也在邦盛有充分的展现。”目前，李律师出任了整合后的邦盛律师事务所的管理合伙人。
除了该信用法律服务团队，邦盛过去一年还在全国各区域吸引了知识产权、不良资产、婚姻家事、投资并购等业务团队，包括150余位专业人士，目前总人数已超过400，是去年同期的四倍。
李律师说，重新整合后的邦盛在品牌上也做了升级，包括将英文名称“Bastion”改为“Blossom & Credit”，“契合了信用法律服务团队的‘邦兴所盛、崇信致远’理念，也展现了邦盛对于繁荣兴盛、诚信经营的不懈追求”。
“十多年前，邦盛很遗憾没有抓住彼时律所规模化发展的潮流，而去年新成员、新团队的加入，相当于激活了邦盛这一老牌机构，为之带来新的动力。”李律师补充道。
同时，新团队加入对邦盛来说，绝非仅仅是人数的增加，而实现了“1+1＞2”的功效。李律师告诉ALB，新团队顺利移转后，全新的邦盛在办公室数量上实现了突飞猛进，仅过去一年内就新增了上海、广州、深圳、苏州、成都、武汉、杭州、南京、天津、合肥、沈阳11个办公室 。
另外，此前李律师带领的信用法律服务团队设有专门的市场部门，专注于市场宣传、拓展获客的职能，便于律师们能够专心做业务。“邦盛吸纳团队后，这一模式立刻被推广到整个律所，设立了大市场部，负责邦盛全国整体法律服务市场的一线开拓。”
“大市场部高效地将邦盛原本较为单一的业务拓展为品类繁多的综合业务，让客户有了更多选择，极大地丰富了客户‘一站式法律服务’的体验，自然而然地提升了客户的付费意愿。”李律师说，“这是我们在存量客户基础上创造增量业务的成功突破。”
“有了大市场部的先导，邦盛业务团队也根据市场的反馈开展了一体化的专业改造，这有利于资源整合，带动专业化的发展。”李律师表示，大市场部牵引了邦盛的运作效率，产出了更多效益，帮助邦盛在去年实现了大幅度营收增长。
华商所：内外并举，人才为先
总部位于深圳的华商律师事务所已走上规模化发展之路多年，在疫情中较为艰难的三年也没有停止规模化脚步，设立了40家分所，人员数量快速上升，业内知名度也随之提升。
进入“后疫情时代”，全球经济增长略显疲惫，而华商的快速发展没有停止：过去一年，华商收费人员增长260人，新设立南宁、纽约、河套、上海、扬州、重庆分所，全球办公机构已达51家。
华商执委会主任曾铁山律师与ALB分享了华商的布局思路：2023年，华商实施了“北上东进、南下西扩 ”的战略布局，这一策略旨在通过在全国范围内布局分支机构，实现区域间的协同发展。
“其中，长三角地区是‘东进’战略的核心区域，上海分所的稳定发展对于实现华商2.0规模化律所发展目标具有举足轻重的意义。”曾律师强调道。
同时，华商利用区位优势，将自贸区法律服务作为战略重点。“特别是在深圳前海自贸区、海南自由贸易港、福田河套深港科技合作区等前沿阵地，华商通过提供高质量的法律服务，形成了显著的龙头优势。” 据曾律师介绍，华商目前已经打造出了“立法研究、深港协同、合规建设、涉外法律、招商引资”五位一体的自贸区法律服务产品。
“在国际层面，华商依托粤港澳大湾区的国际化桥头堡优势，逐步向‘一带一路’沿线国家及其周边地区拓展业务，与新加坡、柬埔寨、老挝、越南、马来西亚等国家的法律服务机构保持密切联系，华商的分支机构延伸到了北美、中东、欧洲等区域。这种布局不仅有助于华商在国际市场上树立品牌形象和扩大市场份额，也为未来在全球法律服务市场中占据更加重要的地位奠定了基础。”
曾律师说，为了增强国际影响力，华商积极主导并参与设立多个国际交流平台，包括深圳市前海一带一路法律服务联合会、深圳市前海国际商事调解中心等。
“人才是华商持续快速发展的关键。为了提升跨境服务水平，华商大力引进与培养涉外律师人才，特别是在东盟等海外市场，通过吸纳具有丰富国际法律服务经验的律师人才，构建了一支高素质、专业化的团队。” 曾律师补充道，华商现有多名律师能熟练使用日、韩等语言工作，20余名律师取得了境外律师执业证。
华商还加大对律师个人的支持力度，启动了“个人/团队+专业”IP短视频项目，通过生动鲜活的视频内容展现律所专业风采，强化律师个人品牌，提升华商品牌形象和辨识度。“全员专业IP的打造不仅提升了律师个人的市场影响力和竞争力，还吸引了更多优质客户和人才加入，这也是我们不断快速成长的关键因素。”
“在律所内部，华商为青年律师设计了‘春笋计划’等多元化培养计划，通过系统培训、实战锻炼和个性化指导，助力青年律师快速成长。”曾律师说，“针对外部人才培育，华商与深圳大学等五所知名高校建立教育实习培训基地，并成立全国首家由律所、高校和律协共建的律师学院，培养法律实务精英，输送优秀人才。”
与时俱进，创立优势
在律所快速成长、不断突破的背后，常有各式各样的难题需要管理者、合伙人甚至全体律师共同面对。作为行业中佼佼者，上榜律所也有不少“成长的烦恼”，但绝不“躺平”，始终在分析问题、解决问题。
各家上榜律所都提到，法律服务行业的竞争近年来愈发激烈。北京声驰律师事务所管理委员会主任章敏律师表示，面对竞争，律所需要及时做出调整：“声驰律所始终抱着解放思想、与时俱进的态度，积极参与市场竞争。互联网环境对人们的行为模式产生了很大影响，律所守株待兔、坐等案源的时代已经远去。”
结合自身经验，章律师支招：“打铁还需自身硬，市场形势越严峻，律所越要加强自身素养，提升服务质量。我们不仅需要关注案源获取端，更要注重案件交付端的竞争，把案件交付好，把当事人的合法权益维护好，律所才有可能保持长期健康发展。”
华商的曾铁山律师则强调：“品牌已成为企业竞争力的重要体现。律所也不例外，一个拥有良好口碑和广泛认可度的品牌，能够吸引更多的优质客户，从而在市场竞争中占据有利地位。”
曾律师认为，面对高端非标、常规综合及批量流量等各类业务的挑战，可以采取不同的应对措施，以巩固市场地位并寻求持续发展。
“针对高端非标业务，华商注重产品的差异化设计。通过深入研究客户需求，将法律服务‘产品化’，使服务更加可视化、标准化。差异化策略不仅能提高与客户对接的效率，还有助于促进内部律师的合作，从而树立独特的品牌形象。”
“在常规综合及批量流量业务上，华商积极拓展多元化市场渠道，特别是加强互联网线上案源的开发与利用。通过直播、短视频等平台，构建新媒体矩阵，提升品牌知名度和影响力。同时，结合线下专业培训、创业园区宣讲等传统方式，形成线上线下相结合的市场开拓体系。”曾律师说。
邦盛的李寅武律师同样认为律所需要与时俱进。“近期的市场情况是客户的付费意愿和能力下降，但对服务的要求提高了。在部分传统业务已经没有太多利润的情况下，律所需主动寻找新业务、新方向。”
“比如很多律所都在主动开拓国际业务，邦盛也成立了国际业务部。但如果各家律所提供的产品和服务是同质化的，那么竞争最终还是会落到价格战。因此，我们需要不断找出自己的优势和特点，达到独树一帜，才能在纷杂的竞争环境中获得一席之地。”
成长中的律所走上规模化道路之后，也面临一些共性挑战。
“在经历过去十年高速发展之后，律师行业在规模化发展上实现了突破，但仅靠人数的叠加不足以产生规模效应，大而不强的律所在市场上比比皆是。”李寅武律师认为，只有从客户的需求出发，在专业上不断精进，在服务和运营模式上创新和突破，最终为客户创造更大价值，才是长足进步的根本。“而这一切的实现，唯一路径就是通过管理水平的全面进化，让规模释放出增量效益，让量变成就质变。”
曾铁山律师同样认为，规模化并不意味着简单的数量增加，更重要的是如何实现一体化管理。“华商在管理层面进行了深刻的改革，将传统的主任管理模式转变为职业团队和经理人管理，实现了管理层的年轻化、专业化。”
“这一变革为律所的长远发展奠定了坚实基础，但同时也对律所的一体化管理能力提出了更高的要求。如何保持律所内部的高效协同和一致性，是华商未来需要面对的重要挑战。”曾律师直言，华商需制定科学合理的发展规划和管理制度，确保规模化与一体化的平衡发展。
规划未来
对于未来发展，李寅武律师表示将坚持长期乐观主义，邦盛不会被短期利益所迷惑。“邦盛要抓住顺势而为的机遇，避免逆势而动的风险。顺势而为不是躺平，而是要顺势寻找新机遇。我们不仅要与时俱进地拓展专业领域，更要因势利导地研究行业，成为行业领域的法律专家。”
李律师表示邦盛将从以下目标切入：“我们有更大的愿景：成为一站式商事法律服务的杰出实践者；打造新‘四化’，即市场化、专业化、数智化、一体化的共享法律服务平台；打造青年律师专业化发展和创业平台，为他们的工作和生活提供更多扶持；树立‘谦逊、包容、协同、创新’的律所文化。”
章敏律师则透露，声驰的规模化之路已经开启，下一阶段将在全国各地开办分所，而最需关注的问题就是如何使各分所的发展方向和途径与北京总所保持一致，“这是一个任重而道远的使命。”
章律师表示，律所文化建设让声驰获得了稳定的成长，今后将继续坚持“平等、尊重、善意、互助”的价值观，加强以“善意”为核心的律所文化建设，加快实现“做一家有温度的律师事务所”的愿景。
“善意文化贯穿于声驰律所的日常运营、团队建设、客户服务等各个方面，不仅体现在律所内部的人际关系上，也贯穿于与外部客户、合作伙伴以及社会的互动中。声驰努力营造温馨、和谐、向上的工作氛围，让每一位律师都能感受到家的温暖和归属感，从而激发出更大的工作热情和创造力。”
对于华商，“从有形到无形的规模化与国际化转型”则是未来的主要任务。曾铁山律师阐释道，转型包括五大方面：
“认知转型：深化对行业趋势及国际规则的理解，确保华商在全球法律服务领域的领先地位；运营机制转型：优化内部管理体系，建立一体化运营机制，为规模化发展提供坚实的制度保障；经营模式转型：探索适应多元化、国际化的服务模式，满足不同客户的需求；合规转型：强化风险管理，确保业务合规稳健。”
最后则是“战略支撑转型，为上述转型提供坚实的资源保障和智力支持，确保目标的顺利实现”，曾律师说。
2024 ALB China Fastest Growing Firms
In the dynamic landscape of China's legal industry, the ALB China Fastest Growing Firms ranking for 2024 showcases the remarkable growth and innovation of law firms across the country. From aggressive expansion strategies to meticulous talent cultivation, these firms are redefining success in a competitive market through distinctive development approaches and precise market positioning.
After more than two months of meticulous research, ALB has selected the 2024 ALB China Fastest Growing Firms ranking based on key indicators such as growth of fee-earners, number of new offices, new key partners and new important client wins, and growth in turnover of the applying firms.
This year, eight firms made their debut on the ranking, accounting for over half of the total. Aggressive expansion of these eight firms can be seen based on several indicators, which shows that China's legal industry is not lacking in development speed and momentum. Instead, relying on distinctive development strategies and precise market positioning, new players will continue to emerge in the market.
It is also worth noting that even winners with considerable market influence and market size have achieved significant growth in multiple indicators through constant innovation. Each winning firm can be said to have its exclusive methods for development.
BLOSSOM & CREDIT LAW FIRM: 1+1>2
Mergers, new team joining, and accelerated recruitment are common measures firms take to expand. These strategies can also help firms achieve exponential “self-renewal.” Blossom & Credit Law Firm, one of this year's winners, welcomed a specialized team of over 200 members in 2023, achieving rapid growth.
In 2022, Li Yinwu, then leading a credit legal services team in a large firm, finally decided to take the team to join Blossom & Credit after many rounds of discussion with the latter. With a two-decade track record and more than 200 lawyers and support staff, Li's team is the largest credit legal services team in the industry, and aims to help enterprises quickly recover funds, accelerate cash flow, reduce overdue and bad debts, and improve credit legal risks management through ex ante credit and asset investigation, interim credit legal risks management skills training and credit management legal advisory, and ex post credit legal collection services.
Commenting on his decision to join Blossom & Credit, Li tells ALB: "Blossom & Credit has been growing in Beijing for 20 years, and has gained rich experience, won many accolades, and made great achievements in capital markets-related areas. The more critical factor of ‘harmonious collegial relationship’ is also fully present in the firm." Li is currently the firm's managing partner after the integration.
In addition to the credit legal service team, Blossom & Credit has also attracted other practice teams across the country in the past year, such as those for intellectual property, non-performing assets, marriage & family affairs, investment and mergers and acquisitions, etc., bringing in more than 150 professionals. The firm now has over 400 employees, four times that of the same period last year.
Li says that post-reorganization, the firm has also upgraded its branding, including by changing its English name from "Bastion" to "Blossom & Credit", "which fits the credit legal services team's vision of 'achieving long-term prosperity with integrity', and also shows the firm's unremitting pursuit of prosperity and honest business practice".
"It is regrettable that we did not seize the trend of law firm upscaling more than ten years ago, but the addition of new members and new teams last year has rejuvenated this established brand and injected fresh blood," adds Li.
The addition of new teams is not just an increase in the number of people. It has helped the firm achieve the effect of "1+1>2". According to Li, the smooth transfer of new teams has enabled Blossom & Credit to rapidly grow the number of offices. In the past year alone, it added 11 new offices in Shanghai, Guangzhou, Shenzhen, Suzhou, Chengdu, Wuhan, Hangzhou, Nanjing, Tianjin, Hefei and Shenyang.
In addition, the credit legal services team led by Li previously had a dedicated marketing department for market promotion, business development and client acquisition, enabling lawyers to focus on practice. "After Blossom & Credit absorbed the team, this model was immediately rolled out to the entire firm, and a general marketing department is established to be responsible for front-line development of the overall national legal services market."
"The marketing department has efficiently expanded our previous relatively monotonous service into a full-service model with a wide range of offerings, giving clients more choices and greatly enriching their "one-stop legal services" experience, which has naturally increased clients' willingness to pay for our services. This is a successful breakthrough in creating incremental business on top of the existing client base."
"Led by the marketing department, our practice groups have also carried out integrated professional transformation based on market feedback, which is conducive to integrating resources and driving professional development." Li shares that the marketing department has driven Blossom & Credit's operating efficiency so that the firm achieved substantial revenue growth last year.
CHINA COMMERCIAL LAW FIRM GLOBALIZATION AND TALEND
Shenzhen-headquartered China Commercial Law Firm has been pursuing large-scale development for many years. It continued this journey even during the three difficult years of the pandemic, establishing 40 offices and rapidly increasing both headcount and industry reputation.
Although global economic growth remains sluggish in the "post-pandemic era", the firm has never paused its rapid growth. In the past year, it added 260 fee-earners, and set up new offices in Nanning, New York, Hetao, Shanghai, Yangzhou and Chongqing, bringing the total number of offices to 51 worldwide.
Zeng Tieshan, Director of the Executive Committee of China Commercial Law Firm, shares the strategies behind the firm's market presence. In 2023, the firm embarked on the strategy of venturing to north and south China while expanding in east and west China, which aims to achieve coordinated development among regions by opening offices across the country.
"Specifically, the Yangtze River Delta region sits at the core of our 'east China' strategy, and the stable growth of the Shanghai office is of great significance to us for achieving the 2.0 goal of becoming a large firm."
At the same time, leveraging its head office location, the firm has identified free trade zone legal services as a strategic focus. "Especially in frontier places such as the Shenzhen Qianhai Free Trade Zone, the Hainan Free Trade Port and the Futian Hetao Shenzhen-Hong Kong Science and Technology Innovation Cooperation Zone, we have already gained significant advantages by providing high-quality legal services." According to Zeng, China Commercial Law Firm has created a five-in-one free trade zone legal service product featuring "legislative research, Shenzhen-Hong Kong collaboration, compliance development, cross-border legal services, and investment promotion".
"Internationally, we rely on the advantage of the Guangdong-Hong Kong-Macao Greater Bay Area as an international gateway to gradually expand to countries along the 'Belt and Road Initiative' route and their surrounding areas, and maintain close contact with legal service providers in Singapore, Cambodia, Laos, Vietnam, Malaysia and other countries. We also have outreach in North America, the Middle East and Europe. Such presence not only helps us establish brand image and increase market share on the international stage, but also lays the foundation for us to occupy a more important position in the global legal services market in the future."
Zeng says that to enhance international influence, China Commercial Law Firm has actively led and participated in the establishment of multiple international exchange platforms, such as the Qianhai Belt and Road Legal Services Federation and the Shenzhen Qianhai International Commercial Mediation Center.
"Talent is key to our sustained, rapid development. To raise the level of cross-border services, we have made vigorous efforts to attract and train cross-border lawyers, especially in overseas markets such as ASEAN, and have built a highly competent and professional team by welcoming lawyers with rich experience in international legal services." Zeng adds that China Commercial Law Firm currently has many lawyers who can work proficiently in Japanese, Korean and other languages, with more than 20 lawyers qualified to practice overseas.
China Commercial Law Firm has also stepped up support for individual lawyers. It has launched the "Individual/Team + Specialization" IP short video project to use interactive video content to showcase the professional competency of the firm, build up the personal brand of lawyers, and enhance the firm's brand image and profile. "The creation of professional IP for all staff not only uplifts the market influence and competitiveness of each lawyer, but also attracts more high-quality clients and talents to gravitate toward us, which is also key to our continuous, rapid growth."
"Internally, we have diversified training programs such as the "Spring Bamboo Shoots Program" for young lawyers to help them grow rapidly through systematic learning, practical training and personalized guidance. Externally, we have established education and internship training bases in five well-known universities such as Shenzhen University, and created China's first lawyers' academy that is jointly established by law firms, universities and lawyers’ associations to train elite lawyers and cultivate outstanding talents."
KEEPING UP WITH THE TIMES
Behind the rapid growth and continuous breakthroughs of firms, there are often various difficulties that law firm management and partners, and even all lawyers, need to confront together. As industry leaders, the winning firms also have many "growing pains", but they choose to never "lie flat" and are always committed to analyzing and solving problems.
All winners have mentioned that competition in the legal services industry has become increasingly fierce in recent years. Zhang Min, Director of Beijing Shengchi Law Firm's Management Committee, emphasizes the need for firms to adapt swiftly to competition. "Shengchi has always been actively competing on the market by keeping pace with the times. The Internet has had a great impact on people's behavioral patterns, which means the era where firms could wait for business to come to them has long gone."
Citing his own experience, Zhang says: "It takes a good blacksmith to make good steel. The more severe the market environment, the more efforts firms need to make to build up their own capacity and improve service quality. We should pay attention to not only competition in acquiring business, but also to competition in delivering results. Only by delivering cases well and effectively safeguarding the legitimate rights and interests of the parties can a firm maintain long-term, healthy development".
"Branding has become an important manifestation of a company’s competitiveness. Law firms are no different. Having a brand with good reputation and wide recognition can help a firm attract more high-quality clients, thereby occupying a favorable position amid market competition," emphasizes Zeng.
He thinks that faced with challenges from various types of business such as high-end, non-standard business, conventional comprehensive business and bulk business, a firm can take different measures to consolidate its market position and pursue sustained development.
"For high-end, non-standard business, China Commercial Law Firm focuses on differentiated product design. Through in-depth research of client needs, we have 'commoditized' legal services to make them more visual and standardized. Differentiation can not only raise the efficiency of working with clients, but also help promote internal cooperation among lawyers, thereby establishing a unique brand image."
"For conventional comprehensive business and bulk business, we actively expand diversified market channels, and in particular step up the development and use of the Internet to find case sources. Through livestreaming, short videos and other platforms, we have built a new media matrix to enhance brand awareness and influence. We also employ traditional methods such as offline professional training, so as to form a market development system combining both online and offline activities," says Zeng.
Li similarly believes that firms need to keep up with the times. "The recent market reality is that clients' willingness and ability to pay have declined, but their requirements for services have increased. Considering that some traditional practice areas are no longer very profitable, firms need to proactively seek new areas and new directions."
"For example, many firms are actively developing international business, and Blossom & Credit has also set up an international practice group. However, if the products and services provided by different firms are homogeneous, competition will eventually still end up in a price war. Therefore, we need to constantly find our own advantages and specializations to be unique, so as to gain a place in this complex competitive landscape."
Once they embark on the road of expansion, firms in the growing stage also face some common challenges.
"After rapid development in the past decade, the legal industry has achieved breakthroughs in upscaling. However, simply adding people is not enough to produce economies of scale. There are many large but weak firms on the market." Li believes that a firm can only make substantive progress by creating greater value for clients by starting from the needs of clients, constantly uplifting professional competency, and innovating and breaking boundaries in service and operational models. "The only way to achieve all these is to achieve all-round upgrading of the management level, so that scale can unleash incremental benefits and quantitative change can lead to qualitative change."
Zeng agrees that upscaling does not mean simple increase in number, and more importantly it is about how to achieve integrated management. "China Commercial Law Firm has carried out profound reforms at the management level, transforming the traditional director management model into management by professional teams and managers, thus installing a younger and more professional management team."
"This change has laid a solid foundation for our long-term development, but also imposed higher requirements on the integrated management capabilities of the firm. How to maintain efficient coordination and consistency within the firm is an important challenge we must tackle going forward." Zeng says candidly that China Commercial Law Firm needs to develop scientific and reasonable development plans and management systems to ensure the balance between size and integration.
PLANNING FOR THE FUTURE
In terms of future development, Li says that Blossom & Credit will adhere to long-term optimism and will not be tempted by short-term gains. "We must seize the opportunities created by macro trends and avoid the risks of going against the tide. Going with the flow does not mean lying flat. Instead, it is about looking for new opportunities that are aligned with the macro environment. We must not only expand practice areas in line with the times, but also study various industries based on the trends to become industry legal experts."
According to Li, the firm will focus on the following aspects. "We have a bigger vision: to become a top provider of one-stop commercial legal services; to create a new market-oriented, professional, digital and integrated shared legal services platform; to create a platform for young lawyers to grow professionally and launch their careers, and provide them with more support for work and life; and to create a firm culture of "humility, tolerance, collaboration and innovation."
Zhang reveals that Shengchi has begun its expansion journey, with plans to open offices nationwide. The key challenge lies in maintaining consistent development strategies across all offices, in line with the Beijing headquarters' vision. "This is a long and arduous mission."
He says that culture building has enabled Shengchi to achieve stable growth. Going forward, the firm will continue to uphold the values of "equality, respect, graciousness and mutual assistance", strengthen firm culture built around "graciousness", and more quickly realize the vision of "being a firm with human touch".
"The culture of graciousness runs through all aspects of Shengchi, including daily operations, team building and clients services. It can be felt not only in the interpersonal relationships between colleagues, but also in the interactions with external clients, partners and the public. We strive to create a warm, harmonious and positive working environment, so that every lawyer can feel homely warmth and a sense of belonging, thereby stimulating greater work enthusiasm and creativity."
For China Commercial Law Firm, "the shift from tangible to intangible expansion and internationalization" are key future tasks. Zeng shares that transformation includes five aspects:
"Perception transformation, where the firm needs to deepen its understanding of industry trends and international rules to ensure its leading position in the global legal services market; operational mechanism transformation, where the firm should optimize the internal management system and establish an integrated operational mechanism to provide a solid institutional guarantee for large-scale development; business model transformation, where the firm should explore a service model that adapts to diversification and internationalization to meet the needs of different clients; compliance transformation, where the firm must reinforce risk management to ensure compliance and stability of business."
The last is "strategic support transformation, which is to provide solid resource guarantee and intellectual support for all the above transformation tasks to ensuring goals can be smoothly achieved," says Zeng.
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2024 ALB China Fastest Growing Firms |
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BEIJING JAVY LAW FIRM Beijing Shengchi Law Firm Beijing Tiantai Law Firm Blossom & Credit Law Firm China Commercial Law Firm DOCVIT Law Firm Gaopeng & Partners Guangdong King & Win Law Firm Hai Run Law Firm Hylands Law Firm King & Capital Law Firm Landing Law Offices Leaqual Law Firm Shanghai Bright Way Law Offices Silkroad, Anchorite and Sage Law Firm |
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METHODOLOGY |
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Law firms were selected on the basis of fee-earners growth, new offices launched, additions of key partners and important clients, revenue growth and other kinds of expansion. The ranking was open to law firms with physical offices in mainland China. 调研根据收费人员增长、新添加的办公室、新增核心合伙人和重要客户以及营业额增长量等其他相关扩张指标进行，进而评选出了名列前茅的律师事务所。 中资所和外资所均可参与评选，但参评的律师事务所需要在中国大陆设有办公室。 |
