World Practice Roundtable Auckland, New Zealand 24 October 2003 Marketing Your International Practice: Global Alternatives for Small, Medium, and Large Firms

Marketing Your International Practice: Global Alternatives for Small, Medium, and Large Firms Observations of the International Legal Market Norman Clark

what our clients are telling us…

As globalisation continues, the management of foreign legal counsel and matters is having disproportionate impact on corporate legal costs and management resources.

international legal matters consume “substantially more” of the General Counsel’s time are emerging in some companies as critical to business strategy changing role of the General Counsel increasingly require a multidisciplinary approach Firm selection is very time- consuming and uncertain. hardest to manage

international legal expenses since 1998 on average, have more than doubled as a percentage of all outside legal expenses increase as high as 7x to 10x in some regions, e.g., Latin America have become less predictable

selecting a law firm for international work understands the company’s business goals responsive service quality connected with local legal profession, government, regulatory environment, and business community “We need a guide, not just a lawyer.” “…the ability to anticipate and to act…” “…meet our expectations…” “…get it right the first time…” “…meet our expectations…” “…get it right the first time…” capabilities and capacity

A changing international market demands agility and reliability. International clients expect enhanced resources and capabilities.

quality standards client management integrated service delivery sharing of information “We want to see quality at work.” “…especially within the firm…” systematic approach to client relations depth coordination accountability depth coordination accountability characteristics of a successful international legal practice

local delivery capabilities observations… market consolidation advantages of the global law firms organisation and integration shift in business development strategies intense focus on the firm’s top clients more time and attention being spent on marketing to other law firms flexible approach to relationships with other firms Every partner must be a business developer.

understands the company’s business goals responsive service quality connected with local legal profession, government, regulatory environment, and business community capabilities and capacity quality standards client management integrated service delivery sharing of information local delivery capabilities market consolidation advantages of the global law firms organisation and integration shift in business development strategies What are the advantages and risks that each international business development structure presents to my firm?

global law firms law firm networks “best friend” networks multidisciplinary organisations global law firms law firm networks “best friend” networks multidisciplinary organisations