Main Features and Symbols of the Corporatization (Corporate System) of Law Firm | Basic Interpretation of the Corporatization (Corporate System) of Law Firm (II)

Source: DOCVIT Law Firm  Time: 2016-06-22 14:37:24  Author: LIU Guangchao

It does not matter how the corporatization (corporate system) of law firm is defined literally, and the key is its core characteristics and signs. Understanding the characteristic and symbol of the corporatization (corporate system) of law firm is not only the starting point from which we recognize this issue, but also the base on which we will discuss this issue in the future.

1.   Demutualization of property rights

The foundation of corporatization is the organizational form and property right mechanism based on equity, which is also the basic characteristic of the corporatization of law firm. Firstly, the demutualization of property rights represents the difference from the partnership system and individual law firm. It sets up the firm in the way of forming the equity through the shareholder investment instead of the way of the partnership or individual investment. Secondly, the demutualization of property rights means the investment diversification, that is to say, the company, the individual, the lawyer and non-lawyer all can make investment. However, the personal cooperation characteristics in the lawyer industry shall be fully considered specific to the proportion of the company and non-lawyer shareholders. Lastly, the demutualization of property rights implies that the demutualization of the human capital of the lawyers shall be also carried out in the corporatization mode, which is the most difficult issue of the corporatization of law firm to be solved but that must be solved.

2.   Management systematization

In addition to the property right mechanism, the main symbol of the corporatization of law firm, the management systematization is another concentration expression of the corporatization of law firm, and it shall cover the management structuralization, professionalism and normalization. First of all, the management structuralization means that the law firms under corporatization generally set up the management committee similar to the Board of Directors, mostly the Board of Supervisors, and the direct or executive director, and other management executive levels, differing from the case that the single managing partner takes the management responsibility in the law firms under partnership system. Then, the management professionalism means that the law firms under corporatization mostly advocate and practice management specialization and clearly ask the managers to stay out of the front line of business, differing from the case that a partner holds concurrent management duties in the law firms under partnership system. Finally, the management normalization means that the law firms under corporatization mostly require the strict management system, provide the corresponding management software and platform, and even create the complete and mature management culture, differing from the casual and variable management systems in the law firms under partnership system mostly. Certainly, the law firms under partnership system also have the example of good and quite systematic management but do not strengthen it into the “Corporatization”.

3.   Product standardization

The lawyer service is a typical intelligence service industry and has no tangible products. However, the corporatization requires that the product or service shall be uniform, external, recognizable and describable. We should provide the lawyer service like a product under this requirement. First of all, the product standardization requires that we must have the product, namely, specific service items, including the name, content, etc. In the second place, the product standardization requires that we must sort, conclude and extract these services to form the service system with the clear layers and contents. Last but not the least, the product standardization requires that we must enrich its connotation, normalize its process and provide its model text on basis of the service system. Of course, the product standardization here is just the foundation and the security and does not reject the service individualization and pertinence. It is emphasized that the product standardization is mainly for the current situation of respective lawyers, various services and multifarious standards.

4.   Service branding

The branding is the inevitable goal of the corporatization. In the first place, the service branding must be on the basis of the service quality assurance, which requires us to strengthen the service quality construction and management, while the satisfactory service is the best brand advertising; In the second place, the service branding requires us to pay attention to the overall brand construction and promotion of the firm instead of endless expansion of personal resources or the propaganda of ability. In the end, the service branding depends on the product standardization and lawyer specialization because only the lawyers can really provide services and reveal the brand. The brand of the firm is built by these outstanding lawyers jointly.

5.   Marketization

The marketization represents that the practice of getting the cases by lawyer’s individual relationship or promoting and expanding the business will be replaced by the marketization model focusing on the market, depending on professional market team, and developing the business through the market strategy and means. There are mainly three connotations: firstly, change the development of the lawyer’s personal business into the market development of the law firm, integrate it into the overall market behavior, and abandon the self-employed behavior; secondly, set up a special marketing department and build the special market team instead of lawyers taking the responsibility for marketing; lastly, expand the business thought the market means rather than personal resources or non-marketing means. The marketization requires us to change from the individual business behavior to the team behavior and from the resource repentance to resource development, and transit from the business to the technology and transform from the contingency to the necessity.

6.   Distribution integration

The law firms mainly have two distribution mechanisms, i.e., the commission system and payroll system (not including the distribution of partners), while the specific execution is varied. Strictly speaking, neither system is directly linked to corporatization, but the corporatization requires the integrated distribution. The “integration” has three connotations: firstly, whatever the mechanism is, the distribution is the affair of the firm rather than the lawyer’s and shall be carried out by the firm as a whole; secondly, the firm can only have one distribution system instead of two or more distribution systems, which does not mean that the firm has to choose one of the commission system and payroll system, and it can combine them or innovate and develop them; lastly, this distribution mechanism excludes the loose cooperation and distribution modes, such as overall rationing system and dutch treatment.

7.   Limitation of liability

The company shall be liable for its debts with all its property and the shareholders shall be liable for the debts of the company subject to their investments, which are two connotations of the “limited liability” of the corporatization and is the biggest difference from the individual and partnership law firms where it is required to assume the unlimited liability. Although the revised Law on Lawyers has allowed the “special general partnership”, there is still a long way from the real sense of the limited liability. The Administrative Measures for Law Firms of the Ministry of Justice also makes strict limits, so this form is not universal. Hence, only the true corporatization can realize the limitation of liability thoroughly.

In these characteristics, the demutualization of property rights and the limitation of liability are specific to the strict corporate system of law firm, and the other five characteristics are specific to the corporatization of law firm. As a matter of fact, the core of the corporatization of law firm emphasizes the integration (management, operation and distribution) and enterprization (standardization, marketization, branding), which is also the concentrate embodiment of the difference between a company and a partnership in the aspects of the compactness, management structure, operation mechanism, distribution mode, development mode, etc.

May be interested

Professional Interpretation
More
  • How to deal with the failures to fulfill duty of diligence?2021-10-25
    Both party A and party B are shareholders of company a, with a accounting for 30% of the shares and B for a state-owned enterprise holding company, accounting for 50% of the shares. Mr. Li is a director appointed by company B to company a, and also the head of financial department of company A. At the beginning of 2021, party A learned that there was still 1 million yuan of capital contribution of company B due but not paid in, and Mr. Li never called on company B according to his duty when he clearly learned that company B did not fulfill his obligation of capital contribution. In addition, Li used his authority to change the management authority of company A's office system, adjust the relevant processes and procedures of the company's internal management, and put pressure on the employees without reason, resulting in the failure of company A's normal operation for three consecutive months. In view of Li's behavior, how should company a and shareholders a protect the rights and interests of the company and themselves?
  • Voting rights can be restricted if shareholders fail to invest?2021-08-24
    In recent years, the competition for corporate control has become more and more intense. The form of competition is no longer confined to the background, but gradually moved to the stage. In order to fight for corporate control, the disputes about the representation of corporate will caused by the internal power struggle in commercial cases are increasing. Voting right has also become the focus of contention among shareholders. If they fail to fulfill the obligation of capital contribution on schedule, there are serious differences among shareholders about whether their voting right can be limited. In the absence of special provisions in the articles of association, should shareholders vote according to the proportion of paid in capital contribution or the proportion of subscribed capital contribution?
  • How to solve the deadlock caused by shareholders' contradiction?2021-07-27
    Party A, Party B and Party C established company a in 2008, holding 51%, 45% and 4% shares respectively. In 2018, due to policy adjustment, the main business of company a could not continue to operate. Party A, Party B and Party C held shareholders' meetings on the transformation and development direction of company a for many times, but Party A and Party B could not reach an agreement. Up to now, the development of the company has been stagnant, How can companies get out of trouble?
Business Area
More
  • Since its establishment, DOCVIT has taken the corporate governance as its basic business area. With rich experiences, DOCVIT has provided long-term legal services for large and medium-sized state-owned enterprises, private enterprises, foreign invested enterprises, government departments and other clients. Relying on excellent and exquisite professional skills and serious and pragmatic professional accomplishments, DOCVIT’s corporate governance team has provided high quality and efficient legal services for clients and has won the recognition from industry and praise from wide range of clients.
  • As one of the basic business areas of DOCVIT, during the period of more than ten years, the legal service of dispute resolution has developed gradually from the traditional litigation and arbitration into comprehensive, professional and high-quality legal services including commercial dispute resolution, financial litigation and investigation. The dispute resolution team of DOCVIT has rich experiences in full agency of litigation and arbitration cases as well as handling emergencies. It can provide constructive and feasible solutions for complex disputes and minimize the cost of dispute resolution for clients.
  • Various PE, securities issuance and listings, M&As and other financial and capital market legal services are the core businesses of DOCVIT. After more than ten years of efforts, DOCVIT has formed a capital market legal service system containing various PE businesses as the core business together with other legal services for securities issuance and IPO, refinancing of listed companies, M&As and reorganization, equity transactions, new OTC market, asset management and financial derivatives.
  • DOCVIT has extensive experiences in legal services in the fields of infrastructure, real estate, energy and others. Over the years, DOCVIT has been providing legal services for social infrastructure, transportation, communication and information, oil and gas, water and environmental protection, energy and power and other projects, especially has obvious professionl advantages in BOT, BT, PPP and other engineering urban infrastructure financing and has won the outstanding market reputation.
  • Intellectual property has been a key business area for DOCVIT. Along with the rapid development of the information age, DOCVIT has been providing strategic legal advices from the concept to the commercialization and protection of intellectual property to maximize the realization of clients' intellectual property. At the cutting edge of market and legal development, clients can rely on our first-class technology background and integrated services pertaining to intellectual property management, consulting and litigation to solve the most complex challenges.
  • DOCVIT owns a team engaging in and specialized in overseas investment as its main business, and all the members of such team are graduates from domestic or foreign famous law schools, and most of them have working experiences in European and American law firms. They are familiar with cross-border merger and acquisition laws and practices, and they can use fluent Chinese and English to provide all-round, multi-level and professional legal services according to the needs of clients.
  • DOCVIT has outstanding performances in competition and anti-monopoly businesses, and it has provided extensive and profound legal services for domestic and foreign clients. As a key business, DOCVIT has developed a sophisticated service system and top tier service content. With deep theoretical foundation and rich practical experiences, DOCVIT’s competition and anti-monopoly business team provides clients with effective solutions by virtue of its superb professional skills in many large-scale competition and anti-monopoly cases.
  • The tax law business of DOCVIT is in a leading position among Chinese law firms. DOCVIT’s tax lawyers team has professional and systematic knowledge of Chinese and international tax laws in respect of tax arrangement and family wealth management services. In addition, they are proficient in corporate law, banking law, foreign investment law, securities law and laws related to real estate and fund, and they also have international law firm working experiences and are specialized in dealing with all kinds of complex tax matters. They have a wide range of influence and good reputation among industries and clients.
Industry Research
More
  • Legal Health Index Report on Listed Companies among Central SOE (A-shares)
    Legal Health Index Report on Listed Companies among Central SOE (A-shares) is the first index report on the health development of listed companies among central SOE (A-shares) in the market with legal health-oriented and judging criteria. It is the first index report on listed companies among central SOE (A-shares) with public welfare and academic nature launched by a third party, and it is an innovative measure for researching and evaluating the listed companies among central enterprises (A-shares) as a new perspective.
  • 2018 Blue Book of China's Non-Performing Assets
    Based on an in-depth study and research on the overall non-performing asset industry, Green Legal Global Alliance Research Institute and Beijing Docvit Law Firm jointly complied 2018 Blue Book of China's Non-Performing Assets with certain academic and public welfare, hoping to bring guidance to the industry and reflect the innovation of the non-performing asset industry itself.
  • Legal Health Index Report on National Private Equity Industry
    The purpose of this report is to provide insights into legislation, regulation, and justice in the form of private equity industry indices. As the first legal cross-border alliance which takes the law as the core element, research institute as the support, the Internet as the platform, and the internationalization as the vision, Green Legal Global Alliance (GLGA) has been concerned about the ways in which legislation, regulation and justice will affect the private placement industry. Up to now, the volume of private equity funds has grown to the same level as public funds, and its development speed is so rapid.
Brand Activity
More
Three-year Strategy
More
  • 【Branch Strategy】
    Docvit's branch strategy adheres to the corporate collectivized system, emphasizes the separation of the headquarters and Beijing Office, promotes multi-center concept, committing to building a true lawyer development platform for lawyers in the sense of the country and the world.
  • 【Business Partner Strategy】
    Business partners are the core kinetic energy in Docvit's future development. We advocate the team system business for partners and set up the Operation Department, the Business Department or the Division, to form a development cooperation mode focusing on both people and the profession.
  • 【Future Partner Strategy】
    We have developed a comprehensive talent selection strategy, talent development strategy and talent promotion strategy for young lawyers, established five major paths, i.e. setting up special funds, playing roles in front, setting up green ladders, promoting teams led by masters and external learning exchanges, and adopted relevant supporting incentives, etc., to train future partners.
Fellow Program
More
  • 【Fellow Program I】
    With the launch of the "Fellow Program", Docvit hopes to unite with the like-minded lawyers of the country to build a career platform and realize their career dreams together. "Fellow Program I" aims to recruit partners, business partners and executive directors for the Docvit Branch in China.
  • 【Fellow Program II】
    "Fellow Program II" aims to recruit partners and lawyers for Docvit Headquarters and Beijing Office across the country and around the world to become what the industry, Docvit itself, market and clients want.
  • 【Fellow Program III】
    "Fellow Program III" aims to recruit partners for national branches of Docvit nationwide and globally. Docvit's national and global development blueprints require more partners to draw together, and let us work together to create a respectable law firm.