律师兴，则法治兴；法治兴，则国家兴。律师作为构建社会主义法律体 系的主力军，是实施依法治国，建设社会主义法制基本战略的重要力量。全 面依法治国、全面深化改革，经济新常态、企业转型升级，对于律师事务所 的经营管理既是机遇，又是挑战。 黑龙江启凡律师事务所是黑龙江省大型龙头律师事务所之一，但随着近 年来省内律所的整合合并以及全国性规模律所在黑龙江设立分所，省内律师 服务市场原有的利益格局被打破，启凡所因为缺乏战略管理，面临着一定的 发展瓶颈，难以适应新常态下律师事务所发展的新要求。本文正是以此为对 象展开研究，根据发现的问题加以分析，比对启凡所的实际情况，试图寻求 一个利于启凡所未来长远发展的科学可行的战略选择。 本文的研究内容包括:第一，明确文章的研究目的和意义，结合对国内以 及国际律师行业战略研究经验和教训的分析及总结，确定研究主要内容以及 方法。第二，运用 PEST 分析方法和五力模型分析法对启凡外部环境进行分 析。第三，运用 SWOT 方法分析启凡的优势，劣势，机遇和挑战。第四，在 运用 PEST 分析、五力模型分析和 SWOT 分析的基础上，提出启凡律师事务 所应实行差异化的发展战略，精准定位长尾之下的利基市场，明确以客户心 智导向定位竞争导向，打造黑龙江省区域内提供综合解决方案的中型精品商 业专家型律师事务所的战略定位。为保证启凡所发展战略能够有效实行，提 出实行公司化管理模式；以客户心智导向定位竞争导向；打造专业化差异化 的专家型律所品牌；增强律师队伍的凝聚力和稳定性；积极通过法律智能工 具赋能；适时加入律师联盟借势借力发展等保障措施的建议。 关键词：律师；律师事务所；战略管理；发展战略；差异化战略哈尔滨工业大学高级管理人员工商管理硕士学位论文 - II - Abstract Lawyers’ prosperity is rule of law prosperity, and the rule of law prosperity is nationality prosperity. Lawyers, as the main force of building the socialist legal system, are an important force in implementing the basic strategy of ruling the country by law and building the socialist legal system. The situation of governing the country by law and deepening the reform in an all-round way, the new normal economy and the transformation and upgrading of enterprises are both opportunities and challenges for the operation and management of law firms. Heilongjiang Qifan Law Firm is one of the leading law firms in Heilongjiang Province. However, in recent years, with the integration and merger of provincial law firms and the establishment of branch offices of national law firms in Heilongjiang province, the original profit pattern of the lawyer service market in Heilongjiang Province has been broken. Because of the lack of strategic management, Qifan Law Firm is facing development bottlenecks and difficult to adapt to the new requirements from market. This paper conducted the study taking it for example, according to analyzing the problems found, comparing the actual situation of Qifan Institute, trying to find a scientific and feasible strategic choice for its long-term development in the future. This paper includes several parts. Firstly, we clarifies the purpose and significance of the research, combines the analysis with summary of the experience and lessons of strategic research in domestic and international lawyer industry and identifies the main contents and methods of the research. Secondly, the paper analyzes Qifan's external environment through PEST analysis method and five-force model analysis method. Thirdly, SWOT method is applied to analyze Qifan's advantages, disadvantages, opportunities and challenges. Fourthly, based on PEST analysis theory, five-force model analysis and SWOT analysis, this paper puts forward the suggestion that Qifan Law Firm should implement a differentiated development strategy, accurately locate the niche market under the long tail, clearly develop a customer-oriented competition pattern in order to build the strategic orientation of medium-sized high-quality哈尔滨工业大学高级管理人员工商管理硕士学位论文 - III - commercial expert law firms. In order to ensure the effective implementation of the development strategy of Qifan, the paper puts forward the corporate management mode. Besides the customers’ mind-oriented should be regarded as the guide, the suggestion includes building a brand of specialized and differentiated expert law firm, strengthening the cohesion and stability of the team of lawyers, actively empowering through legal intelligence tools and joining the lawyers' union, which are regarded as the safeguard measures. Key words: lawyers, law firms, strategic management, development strategy, differentiation strategy哈尔滨工业大学高级管理人员工商管理硕士学位论文 - IV - 目 录 摘要...............................................................................................................................I Abstract..........................................................................................................................II 第 1 章 绪论................................................................................................................... 1 1.1 研究背景及研究意义.........................................................................................1 1.1.1 研究背景.......................................................................................................1 1.1.2 研究意义.......................................................................................................2 1.2 国内外文献综述.................................................................................................2 1.2.1 国外研究现状..............................................................................................2 1.2.2 国内研究现状..............................................................................................4 1.2.3 相关评述.......................................................................................................5 1.3 研究内容..............................................................................................................6 1.4 研究方法..............................................................................................................7 第 2 章 启凡律师事务所的发展现状和问题分析...................................................8 2.1 启凡律师事务所概况.........................................................................................8 2.2 启凡律师事务所存在问题................................................................................8 2.2.1 松散的组织管理模式................................................................................. 8 2.2.2 律师结构失衡..............................................................................................9 2.2.3 法律服务产品同质化...............................................................................13 2.2.4 品牌营销薄弱............................................................................................13 2.3 启凡律师事务所问题成因分析..................................................................... 13 2.4 本章小结............................................................................................................14 第 3 章 启凡律师事务所战略环境分析..................................................................15 3.1 宏观环境 PEST 分析....................................................................................... 15 3.1.1 政治、法律环境分析...............................................................................15 3.1.2 经济环境分析............................................................................................15 3.1.3 社会环境分析............................................................................................16 3.1.4 技术（业务）环境分析...........................................................................17 3.2 波特五力模型分析...........................................................................................19 3.2.1 现有竞争者的竞争能力...........................................................................19 3.2.2 潜在竞争者进入的能力...........................................................................20哈尔滨工业大学高级管理人员工商管理硕士学位论文 - V - 3.2.3 替代品的替代能力....................................................................................21 3.2.4 供应商的讨价还价能力...........................................................................22 3.2.5 购买者的讨价还价能力...........................................................................22 3.3 SWOT 分析........................................................................................................22 3.3.1 优势分析.....................................................................................................23 3.3.2 劣势分析.....................................................................................................23 3.3.3 机会分析.....................................................................................................23 3.3.4 威胁分析.....................................................................................................24 3.4 本章小结............................................................................................................25 第 4 章 启凡律师事务所的战略制定及实施......................................................... 27 4.1 制定原则............................................................................................................27 4.1.1 坚持客户心智导向原则...........................................................................27 4.1.2 坚持竞争导向实行差异化战略专业化发展原则................................27 4.1.3 跟随原则.....................................................................................................28 4.1.4 循序渐进阶段性发展原则.......................................................................28 4.1.5 构建平台型律所与律师共同发展原则.................................................29 4.2 战略目标............................................................................................................29 4.3 战略选择............................................................................................................30 4.4 战略实施............................................................................................................30 4.4.1 内部管理.....................................................................................................31 4.4.2 法律服务市场开拓....................................................................................31 4.4.3 客户关系管理............................................................................................32 4.5 保障措施............................................................................................................32 4.5.1 实行公司化管理模式...............................................................................32 4.5.2 以客户心智导向定位竞争导向..............................................................33 4.5.3 打造专业化差异化的专家型律所品牌.................................................33 4.5.4 增强律师团队的凝聚力和稳定性..........................................................34 4.5.5 积极通过法律智能工具赋能.................................................................. 34 4.5.6 适时加入律师联盟借势借力发展..........................................................34 4.6 本章小结............................................................................................................35 结 论............................................................................................................................36