律师职业的突出属性是法律属性和社会属性，当然，同时也存在一定的商 业属性，其属性的本质来源于法律的授权和社会的委托。那么，律师进行执 业 活动所依托的律师事务所，也脱离不了相同的属性定位。因为有商业属性，自 然也就逃脱不了追逐商业竞争、战略领导和卓越绩效的宿命，尤其是在当下全 球经济低迷、中国 经济进入新常态的情况下，律师事务所如何突破瓶颈，走出 一条具有较强的竞争能力和竞争优势的发展之路，是律师事务所管理者们需要 思考的首要问题。律师事务所的管理者 们需要认识到，曾经对律师事务所“放 羊式”的管理模式在经济新常态下已经成为过去式，在未来的激烈竞争中，其 结局必然是被淘汰；同时，管理者们要认识到竞争优势来源 于精密的战略决策， 以及依托战略决策所制定的一系列战略规划的实施。 本文以内蒙古守正律师事务所为研究对象，针对目前律师事务所实际发展 过程中战略管理方面存在的一 些困境，建立在企业战略管理理论以及律师行业 运行管理经验基础上，运用PEST和波特五力模型对守正律师事务所外部环境 进行分析，梳理出守正律师事务所在发展中面对的机 遇和威胁；同时，通过对 律师事务所资源与能力的分析，进一步明确了自身具有的优势和劣势。基于此， 运用SWOT分析法，最终选择增长型发展战略和差异化竞争战略，进而从 人才、 营销、业务、财务和组织方面提出利于该事务所战略实施的保障措施。通过本 文的研究，一方面能够帮助守正律师事务所解决发展过程中面临的定位及战略 选择和实施的 问题，另一方面对于其他中小律师事务所定位及战略选择和实施 具有借鉴意义。 关键词：战略管理；律师事务所；增长型战略；差异化战略 II Abstract The outstanding attributes of lawyer profession are legal attributes and social attributes. Of course, there are also certain commercial attributes, whose essence comes from legal authorization and social entrustment. Then, the law firm on which lawyers conduct their practice activities cannot be separated from the same attribute. Because of commercial properties, nature also cannot escape the pursuit of business competition, strategic leadership and performance excellence fate, especially in the current global economic downturn, China's economy enters a new normal circumstances, how to break through the bottleneck, the law firm out of a strong competition ability and the development of competitive advantage, is the first problem of law firm managers need to think about. Law firm managers need to recognize that the "goat-by-the-sheep" approach to law firms has become a thing of the past in the new normal, and that the "catfish effect" is the inevitable outcome of the fierce competition in the future. At the same time, managers need to recognize that competitive advantage comes from sophisticated strategic decisions and the implementation of a series of strategic plans based on strategic decisions. In Inner Mongolia is law firm as the research object, in view of the present law firm strategic management in the process of actual development exist some difficulties, based on the operating and managing experiences of the enterprise strategic management theory and the legal profession, on the basis of using the PEST and porter five models to keep is the external environment analysis, the law firm keep teasing out is developing law in the face of opportunities and threats; At the same time, through the analysis of the law firm's resources and capabilities, it further clarified its own advantages and disadvantages. Based on this, SWOT analysis is used to finally choose the growth development strategy and differentiated competition strategy, and then put forward the safeguard measures for the implementation of the firm's strategy from the aspects of talent, marketing, business, finance and organization. Through the research of this paper, on the one hand, it can III help ShouZheng law firm to solve the problems of positioning and strategic choice and implementation in the development process, on the other hand, it has a reference significance for other small and medium-sized law firms to position and strategic choice and implementation. Key words:Strategic management; ShouZheng law firm; Growth strategy; Differentiation strategy IV 目 录 第一章 绪论 ............................................................................................................... 1 1.1 研究背景 ....................................................................................................... 1 1.2 研究目的与意义 ........................................................................................... 2 1.2.1 研究目的 ............................................................................................. 2 1.2.2 研究意义 ............................................................................................. 2 1.3 战略管理相关理论回顾 ............................................................................... 2 1.3.1 战略相关理论回顾 ............................................................................. 2 1.3.2 研究现状 ............................................................................................. 4 1.4 战略分析工具 ............................................................................................... 5 1.5 研究方法及内容 ........................................................................................... 6 1.5.1 研究方法 ............................................................................................. 6 1.5.2 研究内容 ............................................................................................. 7 第二章 守正律师事务所发展历程及现状 ............................................................... 9 2.1 守正律师事务所发展历程 ........................................................................... 9 2.2 守正律师事务所发展现状 ........................................................................... 9 2.3 守正律师事务所战略困惑 ......................................................................... 11 第三章 守正律师事务所外部环境分析 ................................................................. 12 3.1 PEST分析 ................................................................................................... 12 3.1.1 政策环境分析 ................................................................................... 12 3.1.2 经济环境分析 ................................................................................... 13 3.1.3 社会环境分析 ................................................................................... 14 3.1.4 技术环境分析 ................................................................................... 15 3.2 波特五力模型分析 ..................................................................................... 16 3.2.1 供方议价能力 ................................................................................... 16 3.2.2 买方议价能力 ................................................................................... 16 3.2.3 潜在进入者 ....................................................................................... 17 3.2.4 替代品的威胁 ................................................................................... 18 V 3.2.5 现有竞争者 ....................................................................................... 19 3.3 守正律师事务所机遇威胁分析 ................................................................. 20 3.3.1 机遇分析 ........................................................................................... 20 3.3.2 威胁分析 ........................................................................................... 21 第四章 守正律师事务所内部环境分析 ................................................................. 23 4.1 资源分析 ..................................................................................................... 23 4.1.1 品牌资源 ........................................................................................... 23 4.1.2 客户资源 ........................................................................................... 23 4.1.3 人力资源 .............