封底人物介绍

谭臻,北京市百瑞律师事务所高级合伙人、律师。北京市律师协会传媒与文化产业法律事务委员会副主任、中国政法大学毕业生实习指导老师、中国法学会会员。     

德恒律师事务所

北京市德恒律师事务所是中国规模最大的综合性律师事务所之一,1993年1月经司法部批准创建于北京,原名中国律师事务中心,1995年更名为德恒律师事务所。德恒律师恪守勤勉尽责、竭诚服务、追求公正的宗旨,致力于为中外客户提供优质、高效的     

新公司法下推行律师事务所公司化改革进程的思考

近几年来,律师界业内人士和相关学者呼吁我国律师业走公司化道路,推行律师事务所公司化改革。同时,司法部也将"建立多种形式,多层次并存的律师组织管理体系,使律师事务所真正成为自主管理、自担风险、自我约束、自我发展、平等竞争的职业主体的理念",纳入其《中国律师事业五年(2002-2006)发展纲要》。诚然,在经济全球化发展的今天,建立具有中国特色的符合律师工作的律师执业机构体系,大而言之,是新时代背景下,经济发展对法律环境的必然要求,小而言之,也符合我国律师业规模化,健康化发展的必然趋势。     

对律师事务所代扣律师个人所得税的检查建议

一、律师事务所的性质和法律位 从<律师暂行条例>到<律师法>均没有明确律师事务所的性质和法律地位.<律师暂行条例>第十三条规定"律师执行职务的工作机构是法律顾问处"、"法律顾问处是事业单位,受国家司法行政机关的组织领导和监督".     

德恒律师事务所

北京市德恒律师事务所是中国规模最大的综合性律师事务所之一,1993年1月经司法部批准创建于北京,原名中国律师事务中心,1995年更名为德恒律师事务所。德恒律师悟守勤勉尽责、竭诚服务、追求公正的宗旨,致力于为中外客户提供优质、高效的法律服务,现已形成遍布中国和世界50多个主要城市的全球服务网络,出色完成了一系列具有深远社会影响的重大法律服务项目,获得社会各界的肯定与好评。     

促进律师队伍建设 加大审计监督力度

促进律师队伍建设加大审计监督力度为了进一步加强律师队伍建设，今年３月份，河南省司法厅下发了《关于对律师事务所年检中有关审计事项的通知》。《通知》要求律师事务所在年检中必须提交经过审计的年度财务报表。需经审计机构审计验证的事项有：１９９６年度律师事务所...     

国家税务总局关于律师事务所从业人员有关个人所得税问题的公告

(2012年12月7日国家税务总局公告2012年第53号)现对律师事务所从业人员有关个人所得税问题公告如下:一、《国家税务总局关于律师事务所从业人员取得收入征收个人所得税有关业务问题的通知》(国税发[2000]149号)第五条第二款规定的作为律师事务所雇员的律师从其分成收入中扣除办理案件支出费用的标准,由现行在律师当月分     

高特律师业的“百年老店”

中国律师事务所在改革开放之初初露端倪，而国际律师行却有着100多年的发展史。面对加入世贸组织后的新形势，中国律师业界必须努力打造自己的品牌来迎接国际各大律师行的挑战。     

世界知名企业家建言北京服务业

5月22日,北京市国际企业家顾问会议召开。19位世界知名企业家同北京市长、副市长围坐在圆桌前,就北京市未来的发展提出建议。服务业成为最集中的话题。贝克·麦坚时国际律师事务所执行委员会主席蒋康瑞就法律服务业发表见解。他同上世纪80年代初酒店业的情况对比,认为目前中国法律服务业的精细程度尚无法持续地     

中国律师职业的兴起(上)——以商务律师为中心

在过往数十年间,中国律师职业从"失而复得"到"蓬勃发展",其中尤以商务律师的兴起为世人瞩目。然而,既有的中国律师职业研究或限于局部观察,或沦为宏大叙事,均缺乏对此的解释力。立基于对18家律师事务所和5家公司开展的39次深度访谈以及长达数年的参与观察,中国律师职业的发展历程被还原为"律师与客户之间信任关系"的深化过程。而通过"法律职业的社会过程理论"的引入,"国家交换、市场竞争和社会流动"的宏观结构得以与"能力、忠诚、关怀"等"信任"的微观构成因素相连接,从而为中国商务律师以及中国律师职业的兴起做出了理论阐释与经验验证。     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.