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This book provides the reader with an explanation of the market forces driving increased competition in the legal profession that has raised the overall interest in mergers and often precipitated law firm mergers. At the same time caution is given against merger being seen as a strategy, instead of a means by which a strategy can be implemented. A review of the development of a strategy and the reasons to merge and not to merge are also discussed in this context.
List of contents
Introduction PART 1: COMPETITION, STRATEGY AND THE ROLE OF MERGER Trends in the Legal Market Strategy and Merger PART 2: PREPARING FOR MERGER Whether to Merge and With Whom Developing and Assessing the Business Case Merger Negotiations PART 3: ACHIEVING POST-MERGER INTEGRATION Post-Merger Integration Appendices
About the author
GILES RUBENS currently works for Hildebrandt International. He began his career in industry working for ICI for seven years in a number of research and marketing roles. He moved into management consultancy in the 1980s ad has specialized in working with professional service organizations in general and law firms in particular for the past fifteen years.
HILDEBRANDT INTERNATIONAL is the leading provider of strategic advice, managerial guidance and implementation support to professional services organizations and corporate legal departments worldwide. Clients include law firms, law departments, investment banks, accounting firms, and professional service firms.
Summary
This book provides the reader with an explanation of the market forces driving increased competition in the legal profession that has raised the overall interest in mergers and often precipitated law firm mergers. A review of the development of a strategy and the reasons to merge and not to merge are also discussed in this context.
