Bryce Arrowood, the founder, notes that law firms reward partners who bring in business, andnot necessarily the most brilliant lawyers. Yet clients priorities are exactly the reverse. SoClearspire has an unusual dual structure. American law firms cannot have non-lawyerssharing fees with lawyers. So Clearspire must be two entities: a law firm, with salaried employee-lawyers ratherthan partners, and a second company that focuses on bringing in business and supporting thelawyers.
布赖斯. 艾尔伍德,这位Clearspire的创建者指出,律师事务所奖励那些招揽生意的合伙人,而这些人不一定就是最出色的律师,但是客户们的首选可不是这些人。所以Clearspire有一个双重的运作结构,因为美国的律所不能分享律师们的非律师业务的收费,因此Clearspire必须为两个公司:一个为律师事务所,与领工资的雇佣律师们而不是合伙人打交道,另一个工资则旨在招揽生意并给律师工资。
The discount for clients is sweet. George Kappaz is a private-equity boss who recently gavea complex job to Clearspire . He estimates that it cost a quarter of what he would have paid the big firms he usedbefore, and Clearspire s work was just as good. Mr Kappaz predicts that the Clearspire model, or something like it, willrevolutionise the legal business.
非传统的律所给客户带来了甜头。乔治.卡帕兹是一个私有股份公司的老板,它最近委托Clearspire一个复杂的业务。他估计这个业务的花费,可能只为以往他用的那个大律所的花费的1/4.并且 Clearspire干的一样的好。卡帕兹预测说Clearspire的这种模式,或是类似它的运营模式,会在律师界引起大革命。
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