随着中国市场经济的迅速发展以及法治建设的不断完善，法律服务市场的需求也日益旺盛。我国律师行业的发展面临机遇，也面临着很大的挑战。各个律师事务所在资源、人才及业务上激烈竞争，例如互联网技术、信息化和人工智能对律师行业传统管理和作业模式的冲击、市场不断细分导致客户对专业化的更高要求、中国法律服务业国际化趋势、经济全球化促使全球法律服务市场发展需要更复杂的法律服务解决方案等。律所应该怎样抓机遇避风险，充分利用本身资源取长补短，提高竞争力，实现律所更好更快地发展，成了困扰律师行业全体管理者的一个问题。从1992年创办至今，D律师事务所发展较好，社会影响力较大，律所规模迅速扩大，力量不断增强，成长为全国较大规模的综合性律所。但当前国内律所的竞争日趋激烈，规模化红利减少，规模化所带来的风险也增多，加上D律所内部弊病逐渐显现，给其发展带来了诸多挑战。D律所在发展过程中，需要选择和制定合适的战略和实施策略，最终达到基业长青、可持续发展的目的。在此背景下，本论文选取中国知名律师事务所之一的D律所的发展战略为主题进行研究，通过运用律师事务所发展战略理论，结合国内外法律行业的历史和现状，运用PEST模型、波特五力模型、价值链、RBV等分析工具对D律所的外部环境及内部资源能力做出综合性分析，厘清D律所成长过程中核心竞争优势。再运用SWOT分析法得到D律所当前的优势、劣势以及机遇、威胁。通过上述分析，本论文制定了D律所愿景、使命和战略目标以及分析三种竞争战略可行性，提出成本领先战略、集中化战略不适合其目前的情况，进而最终明确未来D律所应采取差异化战略，提高专业服务水平以提供差异化的法律服务，进行差异化市场营销以拓展案源，具体可以通过加强专业化建设、加强国际化发展、加强品牌建设、做好差异化营销等方面来进行实施，再从人才、文化和技术方面进行实施保障。通过以D律师事务所为研究对象，论述了其今后发展战略和战略措施，期望所作研究能为其他律师事务所在未来制定战略时提供参考。
With the rapid development of China‘s market economy and the continuous improvement of the rule of law, the demand for legal services has grown tremendously. However, the legal profession in China is facing both opportunities and enormous challenges. This is due to fierce competition for resources, talent, and business among law firms, the impact of internet technology, information technology, and artificial intelligence on traditional management and operational models, the increasing segmentation of the market, the internationalization trend, and the growth of the global legal services market due to economic globalization. Thus, the challenge for law industry managers is to seize opportunities and avoid crises and make full use of the resources and strengths of law firms, achieve a clear competitive advantage, and achieve better and faster development.D Law firm has achieved good economic and social impact since its inception, and it has grown into a large-scale comprehensive law firm in China. However, the increasingly fierce competition in domestic law firms, the decreasing scale dividend, the increased risks associated with scale, and the gradual emergence of internal weaknesses in D Law firm have brought many challenges to its development, and it needs to choose and develop appropriate strategies and implementation tactics to achieve sustainable growth.This thesis aims to examine the development strategy of D Law firm, one of China‘s leading law firms, using theories of law firm strategic management, considering the specific circumstances of the legal industry at home and abroad, and applying analytical tools such as the PEST model, Porter‘s five forces model, value chain and RBV to comprehensively analyze the external environment and internal resource capabilities of D Law firm, identify its core competitive advantages, and use the SWOT analysis method to identify its current strengths, weaknesses, opportunities, and threats. Through the above analysis, the thesis formulates the vision, mission, and strategic objectives of D Law firm, and analyzes the feasibility of three competitive strategies, and concludes that the cost leadership strategy and concentration strategy are not suitable for its current situation. It should adopt a differentiation strategy, improve the level of professional services to provide differentiated legal services, and conduct differentiated marketing to expand project sources, which can be implemented by strengthening professionalism, international development, brand building, and differentiated marketing, and then by guaranteeing the implementation with talents, culture and technology.This thesis hopes to provide a reference for other law firms in developing their future strategic development strategies by studying the development strategy of D Law firm.
