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OLYMPIC-SIZED PROJECTS SUCCESSFUL SECONDMENTS The Art of the Client Conference The ABC’s of Being a Good CSD

+ Where clients are the focus

GLOBAL KEY CLIENT SPOTLIGHTS The Walt Disney Company Sony Corporation Merck & Co. Carlsberg Petrobas L’Orèal AXA Private Equity

SPECIAL EDITION / june 2012


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BAKER & MCKENZIE // Introduction

LETTER FROM THE CHAIRMAN Our firm beliefs.

This special edition of Firm Beliefs was created by the Global Business Development & Marketing Department to raise awareness about our Global Client Program and highlight best practices for how we serve them. This is an internal magazine. All content should be kept confidential. Publisher

Editor

Laurie Robertson

Laurie Cunningham

At Baker & McKenzie, we believe in clients. We work with them. We advise them. We help them.

Contributing Writers

Oksana Bagreeva

Andrew Gordon

But, more important, their needs shape us. Drive us.

Sue Boggs

Kendell Kennedy

Rese Carbonell

Tanya Nossiter

Megan Cary

Liz Parnell

Clients are the source of our knowledge and skills; the font

Laure Cousineau

Meredith Rock

of our reputation. And none are more valuable that those who

Michael Evans

Kaelan Ward

Make us better.

come to us with their biggest challenges, thorniest problems. These, for the most part, are the clients who comprise our global client program. In this magazine, we offer a sampling of the Firm’s most valuable and promising clients. Those we have designated as Global Key Clients and Proactively Managed Clients. Who they are. What they worry about. And their thoughts on what we could do to better serve their needs. We also look at some of the things partners and client teams do every day to build and strengthen these relationships. And we offer tips on how to build better client teams and make client meetings more productive and valuable both for our clients and for us. I hope you will take some time to browse through Firm Beliefs. It’s important that we know the clients in our global client program and that we commit to serve them well.

? How much do you know

about our TOP

39 clients?

We owe them our best every day, in every office. Because they believe in us, and it’s our job to ensure that theirs remains a firm belief. Kind regards, Eduardo

take the quiz (p30)


BAKER & MCKENZIE // Contents

—In This Issue— 8 9 13 16 18 22 27

GLOBAL KEY CLIENT SPOTLIGHTS The Walt Disney Company Sony Corporation Merck & Co. Carlsberg Petrobas L’Orèal AXA Private Equity

FEATURES

4 Client Sound Bites: What do our clients want from outside counsel? Hint: It’s not a mystery novel.

6 Olympic-Sized Projects: Railway cars, doping offenses and how we are helping clients capitalize on the 2012, 2014 and 2016 Olympics.

10 Successful Secondments: Secondments are a major firm investment. How to make sure yours generates a strong return.

14 The Art of the Client Conference: Chicago Partner Dieter Schmitz’s top 10 tips.

18 The ABCs of Being a Good CSD: Building strong client relationships isn’t always easy. Five of our top CSDs share their secrets.

23 Partner Picks: Is the way to clients’ hearts through their stomachs? Four partners reveal their favorite restaurants for wining and dining. Global Key Client Quiz: Test your knowledge of our of top 39 clients, starting with the top-grossing animated Disney film of all time.

PLUS

30 Proactively Managed Client List 32 Global Key Client List

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BAKER & MCKENZIE // Client Sound Bites

CLIENT SOUND BITES Knowing what clients want from outside counsel and how they expect us to perform is key to winning business in a highly competitive legal world. At a recent firm event, we asked in-house counsel at four of the largest companies we serve what their biggest challenges are and how we can help. Patrick Rowe

How can we help you with these challenges?

Having people on the ground in local markets who can advise us quickly and accurately. Baker & McKenzie has a substantial international network but all international firms need to demonstrative they can provide the same quality of service not just in Africa, Asia and the Middle East, but throughout Europe. Often we find we can get a quick answer from London, for example, but not from Switzerland.

UK Director of Legal Services

Accenture

What are the biggest issues facing your in-house team? Like many other companies, we are working in emerging markets as well as consolidating and continuing to grow in our primary markets like North America and the UK. We have to adapt our in-house legal function to cover all the contracting, compliance and ethical issues while keeping our staff engaged and delivering great service in a fast, cost-effective way.

How can we help you with these challenges? It would be great if we could get ownership of an issue, if I were able to put an issue in Baker & McKenzie’s lap and say, “Help me out here. You know my business really well, what do you think is the right answer for me?” I’d love for you to come up with solutions because I’m juggling a lot of different balls.

How can law firms like ours become more client-driven? Number one is having a deep understanding of my business: knowing what we sell and understanding how we make and lose money. The second thing is responsiveness, knowing the time pressures my team and I are under and being able to work at that fast pace. The third is to not write mystery novels when you are giving your clients advice. Adopt the executive summary approach.

Nick Joyce

Head of Loan Syndications

How can law firms like ours become more client-driven? Even the biggest firms send us documents on an issue that often don’t provide any advice. The ideal is to receive documents that say, “Here are the 20 issues to consider and this is what we think the best solution is.” It makes it so much easier for our bankers and for the in-house team. It really distinguishes a firm.

Maria da Cunha

Head of Legal and Government

and Industry Affairs British Airways

What are the biggest issues facing your in-house team? The business pressures of the aviation industry are always extreme. It’s an industry that’s heavily impacted by external factors, many of which it has no control over. It’s often necessary to make quick decisions on matters that have potentially critical consequences for the success or failure of the business.

Standard Chartered Bank

How can we help you with these challenges?

What are the biggest issues facing your in-house team?

We need people who are able to follow us at the necessary speed, who have the confidence and resilience to help us make what are quite often difficult decisions at pace.

We work in London but have offices in Asia, Africa and the Middle East. So the biggest challenge for us is to trying to understand those local markets, both within the bank and within the jurisdiction, in order to work as a global team.


BAKER & MCKENZIE // Client Sound Bites

How can law firms like ours become more client-driven? Firms do a pretty good job at delivering the basics, but there are certain areas where they could do even better, such as using technology tools like e-rooms to give clients easy access to work that’s been done in the past. Firms also need to focus on staffing matters appropriately by having the right mix of people, capabilities and experience rather than doing it in a blueprint way.

SO, HOW ARE WE DOING? The importance of post-matter reviews

If you only seek informal feedback from clients or tend to just assume that everything went well, you may be missing out on one of our most valuable business relationship-building tools: the post-matter review.

Ulrik Andersen General Counsel, VP Carlsberg

Started in 2007, the PMR program was designed to solicit feedback on recent transactions and pitches by having an impartial third-party, typically a business development or knowledge management staff

What are the biggest issues facing your in-house team?

member, conduct a 20 to 30-minute phone interview

We spend 50 percent of our time doing M&A and related deal work, particularly in Asia. Our issue is having sufficient resources and the right quality resources in the places where this kind of work crops up.

with the client about how we performed. Though

How can we help you with these challenges? We need a partner who can go in and help us achieve our goals, to act as our prolonged arm when we lack the resources or need a higher level of quality than we have inhouse. So it’s basically acting as part of the team.

“”

most often used by the transactional practice groups (M&A, securities, private equity, banking and finance), PMR interviews have been conducted by nearly every practice group across the firm. During the interview, the BD or KM staffer asks the client representative most involved in the transaction—typically the HR director, business development manager or general counsel—questions ranging from “How did you select Baker & McKenzie?” and “How did we perform?” to “How well did we manage your fees?” and “How did we compare to other firms you have used?”

We need a partner who can go in and help us achieve our goals, to act as our prolonged arm when we lack the resources or need a higher level of quality than we have in-house.

The interviewer then transcribes the interview,

—ulrik andersen

matter reviews, with feedback ranging from glowing

distributes it to the deal team and relationship partner for review and uploads it to a secure, internal database that can only be accessed by select client managers and BD staff. So far our firm has conducted more than 375 postreviews to strong criticism. But whether the feedback is positive or negative, hearing the client’s perspective gives us the opportunity to gain a better understanding

How can law firms like ours become more client-driven? I’m not after a long dissertation about a particular subject. I’m after helpful advice that will enable me to say, “We can do this” or “We can’t do this.” I’m after solutions, not problem spotting. I’m also after speed, so we can get on with what we want to achieve from a business perspective.

of their needs, improve our performance and identify systemic problems that could also be jeopardizing our relationships with other clients. Like anyone, clients want to be heard. They are typically responsive to our inquiries and welcome the opportunity to tell us what they think. By incorporating their feedback into future assignments, we can win more business and establish ourselves as a truly clientdriven firm.

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BAKER & MCKENZIE // Olympic-Sized Projects

OLYMPIC-SIZED PROJECTS A wrap up of how we are helping clients secure business/gov contracts for the 2012 London Summer Olympics, 2014 Moscow Winter Olympics, and

a look at what we’re doing to help clients prepare for the upcoming summer and winter Games.

2012 Summer Olympics – London July 27 to August 12 The Olympics provide a major marketing opportunity for companies interested in promoting their products and services to a worldwide audience—making

the 2016 Rio Olympics.

intellectual property rights a hot issue. The London Games are no exception. The UK government has imposed strict rules that prohibit anyone but official sponsors from using the Olympic and Paralympic logos and mottos, as well as words like “twenty twelve,” “gold,” or “medal” in a way that could create an unauthorized association with the Games. To help clients stay within the lines, London IP associate James Whymark has advised nearly 20 companies on the issue as well as conducted training for various marketing departments of major organizations. “Clients are often aware that restrictions may apply but do not realize how wide reaching they can be,” James says. “It is possible, however, to run marketing campaigns that don’t fall foul of these rules.”

BOA Dispute London partner Tom Cassels and associate Gemma Willingham have also

A lot goes into planning the Olympic Games, to say the

been involved in a

least. With dozens of sports drawing thousands of athletes from hundreds of countries—not to mention journalists, support staff and spectators—the scale of production is simply massive. To prepare, host countries spend billions building sports arenas, upgrading infrastructure and expanding transportation systems—a huge opportunity for companies that provide the technology, equipment and materials Olympic committees need to complete these major projects. With the 2012 Summer Olympics fast approaching, we took

hot Olympic topic: the use of performance enhancing drugs. In recent months, Tom and Gemma have been representing the British Olympic Association (BOA) in its appeal of a decision by the World Anti-Doping Authority (WADA) that BOA’s strict anti-doping policy violates international rules. Under BOA’s bylaws, British athletes who have been convicted of deliberate drug use without mitigating circumstances are not eligible to join the UK Olympic Team. In November, WADA ruled that BOA’s policy amounts to


BAKER & MCKENZIE // Olympic-Sized Projects

an improper lifetime ban. (Under the international rules, athletes convicted of drug offenses are typically banned from competition for a maximum of two years.) In April, the Court of Arbitration for Sport upheld WADA’s

“It was extremely gratifying to be entrusted by Siemens with such a strategic transaction,” Sergei says. The deal, worth EUR 2 billion, closed in September 2011. The trains will start running in 2013.

ruling, rejecting BOA’s argument that its policy wasn’t a to ensure UK Olympic athletes met certain ethical standards.

2016 Summer Olympics – Rio de Janeiro, Brazil

The BOA has accepted this decision but will campaign hard

August 5 to 21

lifetime ban per se, but a selection rule the committee used

for tougher global sanctions for drug cheats.

For now, most of Brazil seems to be focused on preparing for the 2014 World

“Clients are often aware that restrictions may apply but do not realize how wide reaching they can be.”

Cup. It’s no surprise, given the country’s

—james whymark

the time the Summer Olympics hits Rio

passionate love affair with football. But by in 2016, the organizing committee will need to have cleaned up contaminated waterways, upgraded

2014 Winter Olympics – Sochi, Russia

telecom networks, doubled hotel capacity, built an extensive

February 7 to 23

transportation system and upgraded or constructed 34 competition venues. To help transport the huge number of

To help companies win the government contracts to

people who will be coming to Russia for

complete these projects, as well as provide the related

the Winter Games, the Sochi Organizing

materials, our Brazil partners have put together teams well-

Committee has commissioned projects

versed in related laws, including government procurement,

to construct or upgrade the city’s roads,

contracts, public-private partnerships and IP protection. Our

tunnels, bridges, railroads and stations.

Brazil sports group is also poised to advise clients on legal

For one of those projects, Baker & McKenzie Moscow partner Sergei Voitishkin advised Siemens’ mobility division on

issues related to sports, entertainment and major events. “To succeed in Brazil, you have to have people on the group

the sale of 1,200 high-speed railway cars to Russian Railways.

with a business-focused approach,” says Sao Paulo partner

Of those, 54 trains will be used to transport athletes and

Roberto Martins, who heads the sports group. “No matter how

tourists from the Sochi airport to the Olympic Park.

a client wants to do business here, we have a specific team that can help make things happen.”

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BAKER & MCKENZIE // Global Key Client Spotlight

Global Key Client Spotlight: THE WALT DISNEY COMPANY

HQ: Burbank, California, US What they do: In 1923, brothers Walt and Roy Disney started making short animated cartoons in their uncle’s garage. Today, Disney is the largest media conglomerate in the world by revenue with a business portfolio comprised of five key segments: studio entertainment, media networks, parks and resorts, interactive media and

Today, Disney is the largest media conglomerate in the world by revenue.

consumer products.

How long we’ve worked with them: Since 1992 CSD: David Fleming (Hong Kong) What we do for them: Our relationship with Disney took off in 1998 when the company retained us to advise on the construction of Hong Kong Disneyland, its second theme park in Asia (Tokyo Disneyland was the first) and fifth theme park in the world. Following the success of that assignment, Disney hired us to provide similar support for its development of Shanghai Disney Resort, one of its most ambitious projects to date. Scheduled to open in 2015, the Shanghai Disney Resort will feature the tallest castle ever built in a Disney park. Although most of our Disney work is conducted by our China offices, our relationship has recently spread to other regions. Two years ago, we led a corporate reorganization of Disney’s European operations. We also advised the company on a joint venture to launch the Disney Channel in Russia.

Value we add: We’ve helped pave the way for Disney’s entry into new markets, particularly in Asia. As part of its expansion into China, for example, Disney has launched a chain of English language schools for children and is opening Disney stores in Beijing and Shanghai. For both projects, we are advising Disney on the legal issues —Fun fact— The Disney brothers learned a valuable lesson in intellectual property protection when they signed away the rights to their early cartoon characters such as Oswald the Lucky Rabbit to their distributor. They went on to create a new character that Disney still owns: Mickey Mouse.

related to their design, construction and operation.

Room for growth: Winning the opportunity to manage Disney’s foreign trademark portfolio and finding more ways to help the company streamline its international operations, such as expanding the corporate maintenance services we provide for Disney’s European business units to other regions. We’d also like to become Disney’s preferred advisor for privacy and data protection issues in the Asia Pacifc and increase the work we do for its US and UK digital media units.


BAKER & MCKENZIE BAKER // & Global MCKENZIE Key Client // Our Spotlight Work

Global Key Client Spotlight: SONY CORPORATION

CSD: Michael Hart (London), Hiroshi Kondo (Tokyo), Shih Yann Loo (Hong Kong)

What we do for them: We advise Sony on major corporate restructurings, global trademark enforcement and international tax matters across its

Sony is a global technology company that focuses on electronics, video games and entertainment.

subsidiaries. We are also Sony Pictures Entertainment’s preferred global provider for labor and privacy matters. Last year, we led a major restructuring of Sony Electronics’ operations across 24 countries in Europe, advised the company on outsourcing its European finance and IT operations and helped Sony respond to a massive hacking of its online PlayStation Network that led to the theft of the names, addresses and possible credit card numbers of 77 million users—one of the largest data security breaches in history. In the hacking case, we mobilized our global privacy team to advise Sony on data breach notification requirements and coordinate crisis management across dozens of jurisdictions.

Value we add: As Sony strives to retain a stronghold in the fast-paced, highly competitive tech industry, our restructuring efforts help the company become more nimble and able to compete.

Room for growth: As new Sony CEO Kazuo Hirai refocuses the company’s priorities to become more profitable, we are well-positioned to support Sony’s future restructuring efforts and help with intellectual

HQ: Tokyo What they do: Sony is a global technology company that focuses on electronics, video games and entertainment. It designs and manufactures products

property protection of any new innovations. We are also beginning to represent Sony in larger M&A transactions, as well as creating a compliance hotline for company employees with data privacy, antitrust, anti-bribery and employment issues.

for both consumers and industrial markets ranging from DVD players, flat-screen televisions and PlayStation game consoles to radiology equipment and surgical cameras. Its music division, Sony Music, has one of the largest music catalogs in the world. Its entertainment division, Sony Pictures, has produced blockbuster films like “The Karate Kid,” “Ghostbusters” and “Men in Black.”

How long we’ve worked with them: Since 1982

—Fun fact— The name “Sony” is the combination of two words: “sonus,” the Latin word for “sound,” and “sonny,” a common American term for “boy” in the 1950s.

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BAKER & MCKENZIE // Successful Secondments

SUCCESSFUL SECONDMENTS Secondments can be a great business development tool, yet many local offices don’t do them because of the cost of giving up an associate for six months to a year. Through interviews with two past secondees, we examine the benefits and challenges.

Clients often mention that they want outside counsel

prides itself on. It also enables us to build relationships

who truly understand who they are, how they work and

with a company that can create loyalty and generate

what they do. Secondments are a way to deliver just that.

business long after the secondee has returned.

By assigning one of our lawyers to work full-time in one of

To achieve those benefits, however, secondments

their offices, clients receive additional legal help while that

must be carefully selected, managed and planned. While

lawyer gains first-hand knowledge of their business.

secondees are working in-house, their local offices loses

Secondments, which typically last three to six months,

their services for other client work and often does not

also benefit our firm. Sending an associate in-house

fully recover the cost of the secondee’s salary, benefits

provides insight into how our clients operate and what their

and overhead. It’s definitely an investment but when done

greatest challenges are. After working in the trenches,

well, one that can achieve strong returns. Here are some

secondees often return better equipped to approach all

secrets to making secondments work for you.

client work with the real-world perspective that our firm


BAKER & MCKENZIE // Successful Secondments

THE GIFT THAT KEEPS ON GIVING

The majority of that work comes through Tim, generating EUR 617,000 to 1.3 million in fees a year. “The key to secondments is focusing on the right

secondee : Tim Sheddick client : Macquarie

location : London

timeframe : Dec 2007– April 2008

clients,” Tim says. “Reinforcing an existing client relationship rather than creating a new one can be a very successful strategy.”

REAL-WORLD EXPERIENCE IN RECORD TIME

When London partner Tim Sheddick joined Macquarie as a secondee in December 2007, Europe was feeling the early effects of the global credit crisis. It was becoming much harder to finance new deals and lenders involved in the transactions Macquarie had done at the peak of the market were putting pressure on the Australian investment bank to renegotiate the debt terms.

secondee : Eric Filipink

client : Standard Chartered Bank location : New York City

timeframe : July 2011–Jan 2012

For Eric Filipink, his secondment with Standard Chartered Bank (SCB) was a crash course in international

“The key to secondments is focusing on the right clients.”

banking and finance law. For seven months, he drafted the

—tim sheddick

bank’s loan agreements with commodities producers in Brazil—a high growth market for the bank given Brazil’s

Prior to the economic crisis, Tim had gotten to know Annabelle Helps, Macquarie’s European general counsel,

rapid emergence as a major exporter of goods like orange juice, cotton, soy and paper.

while working on transactions as outside counsel. When she took a sabbatical, she asked Tim to fill in. Although it’s unusual for partners to do secondments, Tim agreed to take over her role managing a legal team that oversaw Macquarie’s EUR 7.3 billion infrastructure and private equity funds business. For five months, Tim worked primarily on M&A deals and refinancings. By the time he returned to Baker & McKenzie, he had built strong relationships with many of Macquarie’s senior executives and members of its legal team, especially the three in-house lawyers he had supervised—all of whom are still there. He also learned that Macquarie’s key area of risk when making acquisitions was ensuring the asset would generate a reliable income stream. “A good understanding of the client’s business and knowing what they do and don’t care about in transactions is a huge advantage in delivering good service,” Tim says. In the four years since his secondment, the London corporate practice has received a steady stream of M&A work from Macquarie’s infrastructure funds business.

He also worked with US businesses borrowing from SCB to finance their operations in Pakistan and Thailand, gaining experience in Islamic finance, and drafted loan agreements to fund a Washington DC-based currency hedging business that services microfinance lenders in Asia, Africa and Latin America. “It was intense,” Eric says. “I was working across time zones with in-house lawyers from multiple jurisdictions and running meetings with internal bank clients from

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BAKER & MCKENZIE // Successful Secondments

different departments. It was nothing like the typical work people might imagine a secondee would be given.” To make the most of his secondment, Eric had established clear objectives for his own professional development, as well as the interests of the firm. He met monthly with the Baker & McKenzie partner managing his secondment and spoke frequently with Tanya Nossiter, client manager for SCB, to discuss the bank’s priorities and identify business opportunities for the firm.

“It was nothing like the typical work people might imagine a secondee would be given.” —eric filipink

Interested in doing a secondment? Read our firm’s

“Having clear objectives will allow you to take advantage of opportunities as they emerge and help shape the secondment for your mutual advantage,” Eric says. “If it’s not well organized, it could lead to a less than optimal outcome for the individual, the client and the firm.” During the secondment, Eric introduced SCB to our longstanding presence in emerging markets outside of Asia where we have historically done work for the bank, particularly in Latin America. Since his return, he has planned a trip to introduce SCB bankers to banking, finance and tax lawyers in our Sao Paulo office. He also helped in a mandate from SCB to advise the bank on setting up a $50 million pre-export facility for a Brazilian paper company. “It was a seamless process,” he says. “We became a de facto extension of their internal team.” Eric is now working on negotiating a global banking services agreement between SCB and a UN agency involving 20 countries in Asia and Africa—an assignment that started during his secondment but has now become billable work given the complexity of the deal.

secondment guide and supporting materials on BakerWorld.


BAKER & MCKENZIE // Global Key Client Spotlight

Global Key Client Spotlight: Merck & Co. (known as MSD outside the US & Canada) Merck is a global healthcare company that makes prescription drugs, vaccines, biologic therapies and consumer products. —Fun fact— In 1987, Merck began donating Mectizan, a drug used to treat “river blindness,” one of the world’s most disabling tropical diseases, as part of a public health program that has since eradicated the disease in parts of Africa and Latin America.

HQ: Whitehouse Station, NJ, US

Throughout the restructuring, we are advising Merck on relevant employment laws as it outsources most of

What they do: Merck is a global healthcare company

its clinical trial R&D work to a third-party provider, as

that makes prescription drugs, vaccines, biologic

well as the employment aspects of restructuring its

therapies and consumer products. Among its top-selling

facilities in China, Japan and Singapore. We also provide

products are Singulair, a prescription drug used to treat

Merck with international tax planning advice and were

asthma and allergies, and diabetes medications Januvia

recently appointed its lead counsel on international

and Janumet. It also manufactures vaccines, antibiotics

environmental matters.

and fertility drugs for livestock and pets. Its consumer products include over-the-counter cold medications

Value we add: Because of our global reach, we

like Claritin, Dr. Scholl’s foot products and Coppertone

have the capacity to advise Merck on its more complex

sunscreen. In November 2009, Merck merged with

multi-jurisdictional matters, particularly those involving

Schering-Plough, making Merck the second largest

emerging markets. In 2009, for example, we advised

healthcare company in the world.

Merck on the restructuring of its animal health business in 23 countries across multiple regions in anticipation

How long we’ve worked with them:

of a joint venture with Sanofi-Aventis. More recently, we

Since 1966

helped Merck form a joint venture with two Brazilian pharmaceutical companies, Cristalia Labs and Eurofarma

CSD: Michael Wagner (Chicago), Mark Oates (Chicago) What we do for them:

Laboratorios, to sell new drugs and branded generics on the Brazilian market—furthering Merck’s strategy to expand into Latin America.

We are Merck’s go-to counsel for export controls, international sanction and pharmaceutical regulatory

Room for growth: Helping Merck continue its

compliance issues. We also advise Merck on employment

expansion into Brazil, Russia and China, as well as winning

matters, such as its recent announcement that it will be

more work to help Merck with tax disputes, environmental

reducing its workforce by 13 percent (13,000 jobs) by the

matters and global trademark management.

end of 2015 following its merger with Schering-Plough.

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BAKER & MCKENZIE // The Art of the Client Conference

THE ART OF THE CLIENT CONFERENCE Amid the speaking, voting, wining and dining at our regional and annual meetings, one of our greatest business development activities is also occurring: the client conference.

About 15 years ago, our firm began conducting client

In February, Dieter Schmitz, a key relationship partner

conferences to leverage the large number of partners coming

for clients such as Starbucks, Ecolab and Jones Lang

together for firm meetings. Since then, client conferences

LaSalle, answered that question in a webinar entitled,

have enabled us to expose clients to our range of regional

“Client Conference Best Practices.� His tips, which range

and legal expertise by meeting with select groups of

from which colleagues to invite to how to plan the client

Baker & McKenzie lawyers.

dinner, can help you maximize the impact of your client

But conducting client conferences is one thing. Making them successful is another. How do you organize an effective client conference?

conferences and generate new business.


BAKER & MCKENZIE // The Art of the Client Conference

DIETER’S TOP 10 TIPS:

6

Require Baker & McKenzie participants to attend the entire client conference.

To limit distractions, maintain consistency and make the client feel valued and important, ask your colleagues to remain in the room for the duration of the conference. At the least, request that everyone attend the client’s opening

1

Keep it short. Most of our client conferences are half, full or even two-day sessions. Limiting a client

conference to a half-day session will help you narrow your topics, keep the client engaged and leave everyone wanting more. Like many things, less is more.

2

Build the agenda around the client’s most pressing issues. There’s a tendency

to spend client conferences focusing on our areas of

expertise and firm capabilities. Instead, invite the client to start the session with a 30-minute presentation on the company’s products, services and business strategy. Then limit the agenda to three to four topics preselected by the client.

3

Limit Baker & McKenzie participation to 8 to 10 colleagues. Inviting too many partners to

a client conference can lead to distractions, interruptions and embarrassingly naive questions from colleagues unfamiliar with the client’s business. The lawyers you invite should know the client well or at a minimum, have expertise that is relevant to their business.

4

Prepare your Baker & McKenzie participants. To enable all partners to speak

intelligently about the client’s business, distribute a dossier that includes a summary of the client’s operations, press

releases and related news articles. Also include a brief description of any major engagements we have with the client.

5

Rehearse. Coordinating schedules is always a challenge for busy partners. But getting your

colleagues together for coffee or drinks the day before the conference to review the agenda and meet partners they may not know will go a long way in greeting the client as a well-prepared, cohesive group.

presentation and retain a core group for the remainder of the session. If a partner must enter or exit the meeting, have them do so at a break.

7

Avoid visuals and handouts. We may live in a PowerPoint world, but shutting off the computer

helps foster more natural conversation. Whenever possible, request that your team members refrain from making formal presentations. If handouts are necessary for reference on a

complex topic, limit them to one or two pages.

8

Focus on legal trends and sharing your experience. Clients attending these conferences

are engaged in running a business. They want to know what the legal trends are, not the nuances of a new regulation. Is antitrust enforcement up or down in Europe? What product liability issues are companies facing in China? When discussing these trends, focus on those applicable to the client’s industry and provide examples involving similarly sized companies.

9

Carefully plan client lunches and dinners. Meals are an opportunity to continue building

a relationship with clients. Think carefully about the venue, the menu and the seating arrangement. A nice touch is providing customized menus with a list of the attendees on the back so clients can use them as cheat sheets to remember who they met.

10

Follow up. To get the most mileage out of a client conference, assign a junior lawyer or BD staff member

to take notes throughout the session. Using those notes,

summarize the client’s top areas of concern and establish a timeline for having the appropriate partner follow up. Action items based on direct client feedback is one of the best ways you can keep the conversation going.

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BAKER & MCKENZIE // Global Key Client Spotlight

Global Key Client Spotlight: CARLSBERG Carlsberg aspires to become the fastest growing beer company in the world.

HQ: Copenhagen What they do: Founded in 1847, Carlsberg is the fourth largest brewery group in the world. Its portfolio of 500 beers includes international premium brands like Carlsberg, Tuborg, Baltika and Kronenbourg 1664, as well as local brands such as Ringnes (Norway), Feldschlösschen (Switzerland), Lav (Serbia), Wusu (Western China), Beerlao (Laos) and Angkor (Cambodia).

How long we’ve worked with them: Since 2011 CSD: Tim Gee (London), Duncan Reid-Thomas (London), James Richards (Moscow), Bing Ho (Shanghai)

What we do for them: Carlsberg aspires to become the fastest growing beer company in the world. To help facilitate its expansion plans, we’ve structured our client team to mirror Carlsberg’s in-house legal department to provide support, advice and local expertise in its target markets, particularly in Eastern Europe and Asia. Our lawyers advise Carlsberg on a wide range of business transactions and legal issues, including mergers and acquisitions as well as export, licensing, distribution, sales, marketing, employment and competition matters. We also work on major projects such as helping Carlsberg —Fun fact— Carlsberg founder J.C. Jacobsen named the company after his son, Carl, and the hill or “berg” on which the first factory was built.

restructure its supply chains in 17 countries in Europe.

Value we add: Our broad international network allows us to support Carlsberg’s global strategy, providing the company with the local market knowledge and legal expertise the company needs to fine-tune its current operations and expand into new markets. We provide in-person training and webinars for its legal teams on topics such as European competition law and help update their internal legal processes such as creating new templates for Carlsberg’s social media policies and shareholder agreements.

Room for growth: Providing global solutions for managing the company’s trademarks and growing workforce, such as establishing company-wide employment policies and procedures, as well as supporting the company’s goal to become the fastest-growing brewer in the world.


BAKER & MCKENZIE // Global Key Client Spotlight

Global Key Client Spotlight: PETROBAS

HQ: Rio de Janeiro What they do: Founded in 1953, Petrobras is the fifth largest energy company in the world with operations in 28 countries across five continents. The company is engaged

The fifth largest energy company in the world, Petrobas operates in 28 countries across five continents.

in oil and gas exploration, production, refining, purchasing and transportation. With oil and gas reserves of 11.46 billion barrels, it owns 16 refineries, 30,000 kilometers of pipeline and 6,000 gas stations.

How long we’ve worked with them: Since 1979 CSD: Simone Musa (Sao Paulo), Janna Bellwin (New York), Anna Mello (Rio de Janeiro)

What we do for them: We represent Petrobras in mergers, acquisitions, major projects and tax disputes, as well as disputes with its contractors, distributors and competitors. We also advise Petrobras on financing and business deals such as its request for bids from engineering companies to convert four of its oil tankers into floating production and offloading units (FPSOs), a project estimated to cost more than USD 2 billion. We are also advising Petrobras on the contractual, public law and financing issues related to its construction of a dry-dock—a special type of shipyard that refurbishes FPSOs—in Rio Grande do Sul, Brazil.

Value we add: Last year we won a $200-million arbitration award on behalf of Petrobras against US engineering company Kellogg, Brown & Root in a five-year dispute involving one of largest offshore construction projects ever undertaken in Brazil. We successfully argued that KBR was liable for breach of contract for installing defective bolting material to —Fun fact— In February, Maria das Graças Silva Foster became Petrobras’ first female CEO.

secure subsea flow lines.

Room for growth: Earlier this year Petrobras confirmed it had made what could be one of the most significant oil field discoveries in the Western Hemisphere in 30 years: new hydrocarbon accumulation in the pre-salt layer of the southern Campos Basin off the coast of Rio de Janeiro. The discovery could more than double Petrobras’ reserves, leading to even more legal work for our firm.

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BAKER & MCKENZIE // The ABC’s of Being a Good CSD

THE ABC’S OF BEING A GOOD CSD Building strong client relationships isn’t always easy. We look to five of our most successful CSDs to find out their secrets.

Thousands of books have been written about how to build strong client relationships. That’s no surprise, given that relationships are the way that any business, including

success. In the program, one to four lawyers are assigned to serve as the global key client’s main contact. Those client service directors (CSDs) meet regularly

our firm, establishes brand loyalty and secures a steady

with their clients to understand their business, lead major

flow of work.

projects, address problems and ensure we meet their needs.

For more than ten years, our Client Service Director

A job well done is more an art than a science and each CSD

Program has been a major component of our strategy to

has his or her own approach. Some of our top CSDs share

build and maintain the client relationships so crucial to our

what they do to make their client relationships work.


BAKER & MCKENZIE // The ABC’s of Being a Good CSD

To keep tabs on internal politics and stay top of mind, Anna and her team maintain weekly contact with Petrobras, Christopher Aide

even when they are not working on a deal. They also provide

IP Partner, Toronto

regular training on a wide range of legal topics requested

CSD for Apple Inc.

by the client, such as shareholder agreements, tax planning,

For Christopher Aide, being an effective CSD is all about The Golden Rule: Do unto others as you would have them do unto you. Although he attributes much of his success working with Apple to his accessibility and intellectual property expertise, Christopher uses words like “gentle” and “friendship” to describe his approach to managing his relationship with the largest publicly traded company in the world. “If all you want is money, they can sense that,” he says. “Would you like it if someone came to you that way?” As part of his gentle approach, Christopher has an opendoor policy, enabling Apple counsel to call him with all kinds of questions and challenges—both large and small. He’s also gained their trust by promoting our services when we are the best firm for the job, but being honest when it’s an area in

production sharing contracts and arbitration law. “This is imperative to creating the ‘partnership’ concept that Petrobras always claims must exist with their outside law firms,” she says. Being Petrobras’ partner also means being quick to respond whenever they call, even if it’s attending a meeting at their office on a moment’s notice. “They hate it if we are not available, so it is important that we work as a coordinated team,” Anna says. “If one of us is not available, we make sure we have someone on the team who can go instead.”

“The secret is building relationships with the right people who can champion your work.” —nick tostivin

which we may not be as strong. “A real friend sticks up for a friend,” Christopher says. In the end, it’s often the intangible factors that determine whether the relationship works. It’s as simple as whether the client feels comfortable with you. “It’s very human,” he says.

Ben Allgrove IP Partner, London CSD for Google

Anna de Mello M&A Partner, Rio de Janeiro CSD for Petrobras All CSDs face challenges in winning business, finding internal advocates and expanding the range of services our firm performs for a particular client. But meeting those objectives can be even more challenging when working with a government-controlled company like Petrobras. “It is a huge company with a variety of departments and lawyers,” says Anna de Mello, the Brazilian oil company’s CSD since 2009. “There are politics and bureaucracy that need to be carefully observed.”

Susan Eandi Employment Partner, Palo Alto CSD for Google More than walking the walk, Ben Allgrove focuses on talking the talk when working with Google, a client he has developed a strong relationship with since completing a sixmonth secondment in the company’s London office in 2006. “They like young, tech savvy lawyers,” says Ben, who has been the Google CSD since 2010. “Even if you’re doing financial services work that doesn’t require you to know the technical parts of how their products work, they want you to.”

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BAKER & MCKENZIE // The ABC’s of Being a Good CSD

“Some of the best compliments I’ve received from Google were that they could always rely on Baker & McKenzie to connect the dots for them within their own organization.” —Susan Eandi Being savvy about a client’s industry is always important, but particularly so in the IT sector. To keep up with Google technology, Ben and his team use the company’s products,

Nick Tostivin

such as Gmail, Talk and Google Docs, when working on

Banking & Finance Partner, London

Google projects—giving them a deeper understand of the

CSD for JP Morgan Chase

tech giant’s business. Working alongside Ben, Susan Eandi also attributes her

Being a CSD isn’t all wining and dining, Nick Tostivin

strong relationship with Google to embracing its company

says. To gain credibility with the client, you have to get your

culture, which values innovative thinking and rapid-fire

hands dirty, remain visible and do the work. Sometimes

responsiveness. She has soaked up that culture over eight

that work is helping the client understand the extent of our

years working with Google’s head of global employment law

capabilities, something Nick has been doing since joining Baker

on international employment projects.

& McKenzie from Linklaters in 2006.

“Some of the best compliments I’ve received from Google

“Transitioning a client relationship from a previous firm is

were that they could always rely on Baker & McKenzie to

difficult,” he says. “Baker & McKenzie wasn’t as well-known

connect the dots for them within their own organization,”

to JP Morgan, so I had to educate them on our firm.”

Susan says, “and that they thought of us as part of their internal team.”

As the CSD for JPMC, Nick has been focusing on diversifying the type of work we do for the bank to include banking and finance, disputes, M&A and securities, as well as expanding the range of JPMC departments we work with.


BAKER & MCKENZIE // The ABC’s of Being a Good CSD

Establishing strong relationships with client representatives is no secret, since much of it boils down to chemistry, Nick says. The secret is building relationships

RELATIONSHIP RULES

with the right people who can champion your work—someone on the inside who is senior enough to be a decision maker, but junior enough to have their hands in the day-to-day operation of the business. “You have to know someone who will be your voice within the organization, and help you navigate it from the inside,” he says.

Anne-Marie Allgrove IT/C Partner, Sydney CSD for Accenture After 10 years as Accenture’s CSD, Anne-Marie Allgrove has seen more of her share of growth. Accenture is a huge company, with more than 244,000 employees working in 120 countries. Keeping up with the global management consulting, technology services and outsourcing company is a formidable job. “You can’t expect history and past work to keep you in the front running,” Anne-Marie says. “You have to constantly retain your relevance.” Maintaining relevance has meant creating strong Baker & McKenzie teams in various regions to support Accenture as it moves into new markets and strengthens its position in those where it is well-established. “Finding a Baker & McKenzie partner from each region who was committed and had a similar approach and outlook was critical,” Anne-Marie says. “Accenture wanted people who understood their business to drive the relationship, as opposed to focusing on the type of work.” In 1998, apart from trademark matters, much of the work we did for Accenture was in Asia, through our Australia office. Today we advise Accenture across all regions and most practice groups, including IT and communications, litigation, compliance, corporate, finance and employment.

Avoid the hard sell. Become their trusted ally by doing small favors to gain larger projects and by providing honest feedback. ... Maintain regular contact even when you’re not working one of their deals or projects. ... Respond immediately to their inquiries and requests. ... Provide complimentary on-site training to get a sense of their internal politics. ... Know their business, from product lines to working style. ... Find someone within the organization who can serve as your champion to help you get more work. ... Grow as they grow. Find Baker & McKenzie colleagues across regions and practice groups who have the same level of commitment and approach to fulfilling the client’s needs.

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BAKER & MCKENZIE // Global Key Client Spotlight

Global Key Client Spotlight: L’Orèal Founded in 1909, L’Orèal is the world’s largest beauty products company.

CSD: Paul Rawlinson (London)

Room for growth: Since 2010, we have begun helping the company

What we do for them:

obtain merger clearance from antitrust

We are L’Orèal’s counsel of choice for

authorities for M&A transactions in

IP enforcement and litigation. Since

the US and Europe, such as its recent

the mid-1990s we have been helping

acquisition of US nail care company

L’Orèal fight counterfeiters in Europe

Essie Cosmetics. We were also recently

and Hong Kong. Recently we have

appointed L’Orèal UK’s exclusive outside

expanded those efforts into the Asia

counsel for a range of legal issues, a

Pacific region and Eastern Europe,

model we’d like to replicate in other

including Australia, Thailand, Indonesia,

markets. Another significant growth area

Russia, Poland and the Ukraine. As

is helping L’Orèal fight online auction

part of L’Orèal’s global IP enforcement

houses that sell fake L’Orèal products

efforts, we help train customs officials

and illegally obtained legitimate L’Orèal

to identify fake L’Orèal fragrances

brands through their websites.

and cosmetics being shipped across borders and advise L’Orèal during

HQ: Clichy, France What they do: Founded in 1909, L’Orèal is the world’s largest beauty products company, with five major R&D centers where chemists conduct cosmetics and dermatological studies. Its more than 500 fragrance, makeup, hair and skin care brands include Giorgio Armani, Maybelline, Redken and Lancôme. In 2006, L’Orèal purchased the Body Shop for USD 1 billion.

How long we’ve worked with them: Since 1985

raids of counterfeit operations. We also represent the company in IP litigation, such as a recent victory in which the Court of Appeal of England and Wales ruled that fragrance companies that made “smell-alike” perfumes could not use L’Orèal’s trademarks in comparison lists matching their cheaper brands to L’Orèal luxury equivalents.

Value we add: By assisting L’Orèal in fighting counterfeiters and improper use of its trademarks, we help the company protect its brands and retain market share around the world. The Court of Appeal decision, for example, was a landmark trademark ruling that has important implications for brand protection in the UK, even for businesses beyond the perfume industry.

—Fun fact— L’Orèal’s name originates from a hair dye formula that founder Eugene Schueller, a French chemist, developed for Parisian hairdressers in 1907. He called the formula “L’Auréale,” after a hairstyle that was fashionable at the time called “L’Auréole” (the halo).


BAKER & MCKENZIE // Our Work

PARTNER PICKS Four of our partners’ favorite places to entertain clients and why.

THE WAY TO A CLIENT’S HEART? Choosing the right venue for a client dinner needs some careful thought. Do you want to immerse clients in the local culture? Wow them with a one-of a-kind gastronomical experience? Provide an intimate space for discussing sensitive business? Make them feel like part of the family? Knowing what you want to accomplish before you make the reservation is crucial to meeting your goals. Since dining is yet another opportunity to make a good impression on clients, small touches like preselecting a quiet corner table or making place cards if you are hosting multiple clients and colleagues can go a long way. To help expand your restaurant repertoire (and whet your appetite), some of our in-house gourmets share their favorite venues and unique approaches to entertaining clients in Asia, Europe, Latin America and North America.

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BAKER & MCKENZIE // Partner Picks

Going native in Buenos Aires Vanina Caniza

Partner, Buenos Aires

For many clients visiting Buenos Aires, their dining request can be summed up in one word: meat. Grilled Argentine beef is served at establishments called parillas, which range from modest to deluxe. One of the most famous parillas is Cabaña Las Lilas, where Vanina Caniza takes out-of-town clients for an authentic local experience. “People around the world have heard about how Argentines eat meat without apology,” she says. “And our beef really is considered among the best anywhere.” All the meat served at Cabana Las Lilas is grass-fed beef

“”

People around the world have heard about how Argentines eat meat without apology, and our beef really is considered among the best anywhere. —VANINA CANIZA

that comes from owner Octavio Caraballo’s ranch in La Pampa, lush lowlands in central Argentina ideal for raising cattle. The selection includes medallón de lomo (tenderloin), cuadril (rump) and ojo de bife (rib-eye), as well as little “bombon” sausages and sweetbreads. To compliment all that beef, the restaurant offers an extensive wine list of 560 labels, including fine Mendoza reds.

—IF YOU GO— Cabaña Las Lilas Alicia Moreau De Justo 516, Buenos Aires Phone: [+54 11] 4314 1336 Hours: Sun-Thurs noon-12:30am; Fri-Sat noon-1am www.laslilas.com


BAKER & MCKENZIE // Partner Picks

A Francophile in Tokyo Haig Oghigian

Partner, Tokyo

Grilled Argentine beef is served at establishments called After 20 years of living in Japan, you would think that Haig Oghigian would be all about sashimi and udon noodles. But when it comes to wining and dining clients in Tokyo, one of his favorite places to take them is Pierre Gagniere, an exclusive French restaurant in the bustling Roppongi district. The menu, created by Chef Pierre Gagniere, whose famed Paris restaurant has expanded to an empire of eight venues stretching from Las Vegas to Seoul, is full of small plates with delightful, subtly layered sauces. Located on the top floor of the InterContinental Hotel, Pierre Gagniere also offers spectacular views of the Tokyo skyline. “If you need to entertain clients who don’t enjoy Japanese cuisine or local clients who are interested in dinner at a hot spot, this is it,” Haig says.

It makes sense that he feels at home in a venue owned by a French chef whose Gallic-inspired dishes have created buzz around the gastronomic universe. Born in Marseilles and raised in Montreal, Haig goes to Pierre Gagniere to indulge his Francophile heritage while entertaining clients with the most sophisticated of palates. —IF YOU GO— Pierre Gagniere ANA InterContinental Tokyo 1-12-33 Akasaka Minato-Ku, Tokyo Phone: 81-3-35051111 Hours: Tues-Sun 11:30–14:00 (lunch) 18:00–21:00 (dinner) Closed Monday www.anaintercontinental-tokyo.jp/pierre_gagnaire

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BAKER & MCKENZIE // Partner Picks

Lone Star Hospitality

Glitterati and Tagliatelle alla Bolognese

Amar Budarapu Partner, Dallas

Aurelio Giovannelli Partner, Rome

The five-star route is not the only way to build

The five-star route is not the only way to build

relationships with clients. Amar Budarapu’s favorite spot

relationships. Given its reputation for gastronomic

is not a splashy uptown Dallas venue, but his home in

excellence, it’s no surprise that business deals in Italy

University Park, where he and his wife, Nicole, roll up their

are often closed over good food and fine wine, providing

sleeves and grill, roast, flambé and bake for their guests.

Aurelio Giovannelli with plenty of excuses to enjoy a meal

“We really like to entertain,” he says. In true Texas fashion, Amar prepares the meat entree,

with clients in his native city. Among his favorites is Ristorante dal Bolognese, a chic,

often grilling steaks or smoking a leg of lamb or Cornish game

traditional Italian restaurant where the rich and famous

hens while Nicole makes the salad and side dishes. She’s also

come to eat, do business and be seen. Aurelio, who once

a “dessert master” who creates decedent sweets ranging from

rented a flat in the building above the restaurant, frequently

bread pudding to chocolate treats.

heard a story from regular patrons that when asked why he

Guests are sometimes tentative about accepting his

never sought star ratings in Fodor’s or Michelin guides, owner

invitations because it’s rare for clients, at least in Dallas,

Alfredo Tomaselli responded: “My clients don’t come to me

to be invited to their lawyers’ homes, Amar says. But the

guided by a guidebook. They come guided by their a chauffeur.”

Budarapus make it a family affair, inviting not just the client

The story may be nothing more than urban legend, but

and his or her spouse, but their children as well. The kids eat

the clientele is indeed five star. Located facing the Piazza del

first so they can play upstairs while the adults relax in the

Popolo near Parliament and Italian television studios, it’s

dining room over wine and dinner.

a prime spot for watching the local elite, as well as foreign

Amar often invites multiple clients and other Dallas partners and their families to attend, creating a casual atmosphere for making introductions and sparking

celebrities like George Clooney, a frequent diner while dating Italian actress Elisabetta Canalis. But actors aren’t the only celebrity sightings. When

conversations about shared business challenges. During

Aurelio was entertaining a client and his wife visiting from

these dinner parties, however, Amar adheres to a strict

Chicago a few years ago, sitting elbow to elbow at the closely-

rule: he never solicits legal work. Still, he admits, his

spaced tables with them was Cardinal John O’Connor, the

entertainment style qualifies as effective business

archbishop of New York. The client’s wife, a devout

development.

Catholic, was more than impressed.

“If someone has entertained you at their house and knows your family, it’s pretty hard not to give them work,” he says.

—IF YOU GO— Ristorante Dal Bolognese Phone: 06 361 1426 Hours: Tues-Sun 12:30-15:00 (lunch) 19:00-23:30 (dinner) Closed Monday no website


BAKER BAKER & MCKENZIE & MCKENZIE // Global//Key Global Client Key Spotlight Clients

Global Key Client Spotlight: axa private equity

HQ: Paris What they do: AXA PE is an international private equity firm that manages private equity investment funds investing in LBOs, venture capital, infrastructures, co-investments and mezzanine, as well as funds of funds investing in private equity funds or direct investment

AXA PE is an international private equity firm that manages more than USD 28 billion of assets.

portfolios on a primary or secondary basis. AXA PE manages more than USD 28 billion of assets.

How long we’ve worked with them: Since 2003 CSD: Bruno Bertrand (Paris) What we do for them: Our work for AXA PE is primarily conducted by teams of lawyers from our Paris,

—Fun fact— 82 percent of AXA PE’s investors are based outside France.

London, Amsterdam, Luxembourg, Singapore, Chicago and New York offices. As the private equity house’s exclusive counsel for funds of funds transactions, we’ve advised AXA PE on a steady stream of primary and secondary investments in private equity funds, including some of the largest secondary transactions in history. In one of those deals, which closed in June 2011, we advised AXA PE on its purchase of a USD 1.7 billion portfolio from Citigroup that included stakes in various companies and private equity funds. Recently, we have expanded into advising AXA PE on the formation of funds and co-investments.

Value we add: AXA PE’s transactions are legally and logistically complex, generating reams of information that require large, cross-border M&A and private equity teams to manage—a capacity our global firm was built on. In the Citigroup deal, for example, AXA was acquiring more than 200 separate fund assets in six jurisdictions. It took 40 lawyers working across our Paris, London, New York and Chicago offices to execute the deal.

Room for growth: Expanding into advising AXA PE on fund formation and transactional work in LBOs, venture capital, infrastructures and mezzanine. When AXA PE opens its second Asia-based office in Beijing this summer, we also expect to see new opportunities in that region.

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BAKER & MCKENZIE // Client Quiz

GlobaL Key Client Quiz How much do you know about our top 39 clients? Test your GKC aptitude here.

Q1

Which Disney animated feature film broke industry records by grossing more than USD 1 billion at the box office?

Q2

What client got its name from its involvement in the construction of a manmade waterway in Egypt known as “The Highway to India”?

Q5

When did Apple release the first iPod?

Q4

What Kraft cookie celebrated its 100th birthday this year?

Q3

Which of the following beer brands are made by Carlsberg? A. Tuborg B. Kronenbourg 1664 C. Beerlao D. Angkor

Q6

What department store was the first to start carrying Estée Lauder products in 1948?

Q7

Which client uses the tagline, “The world on time”?


BAKER & MCKENZIE // Client Quiz

Q8

What was Hewlett Packard’s first financially successful product? A. Semiconductors B. Audio oscillators C. Inkjet printers D. Desktop calculators

Q9

What global key client made its market debut in 1858 with flat-bottom trunks made of trianon canvas?

Q10

What Sony product was partially named after the popular 1978 movie, “Superman”?

Q13

Which well-known cigarette brand did British American Tobacco acquire in 1994 that is featured in the US hit series “Mad Men” as a major client of the fictional NY advertising firm, Sterling Cooper?

Q12

Which client built the first longdistance telegraph line in Europe in 1848?

Q11

Which client’s logo is a representation of the “holey dollar,” Australia’s first official currency?

Q14

What client created an antiseptic agent called Chlorazene used to clean wounds on the battlefields in World War I?

Q15

Which client is not only the largest bank in the world, but the biggest sponsor of the French Open tennis tournament?

SEE ANSWERS ON PAGE 33

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BAKER & MCKENZIE // Proactively Managed Clients

PROACTIVELY MANAGED CLIENTS Launched in October 2010 along with our Global Key Client Program, our Proactively Managed Client Program is also designed to be more effective in generating stronger, lasting client relationships. Each proactively managed client team is led by a group of client service co-ordinators (CSCs), partners who help broaden and deepen relationships with this larger group of clients, while also accelerating revenue growth by involving more attorneys, practices and offices across the firm.

1 / 3M

30 / Cargill

59 / ENI

2 / Abercrombie & Fitch

31 / Caterpillar

60 / Ensco

3 /

Affinity Equity Partners

32 / Cemex

61 / Esprit Holdings

4 /

Agilent Technologies

33 / Center Parcs

62 / Exxon Mobil

5 / Alcoa

34 / CITIC

63 / FCC Group

6 / Allianz

35 / Colt Telecom

64 / Fresenius Group

7 / ArcelorMittal

36 / Commerzbank

65 / Gazprom

8 /

37 / Computer Sciences Corp.

66 / General Electric

9 / AstraZeneca

38 / Corn Products International

67 / Givaudan

10 / AT&T

39 / CrĂŠdit Agricole

68 / Goldman Sachs

11 / Atlas Elektronik

40 / Credit Suisse

69 / Hasbro

12 / Australia & New Zealand Banking Group Limited

41 / Danaher Corp.

70 / Heerema

42 / Danone

71 / Hitachi

43 / DekaBank

72 / Holcim

44 / Dell

73 / IBM

45 / Delphi

74 / Industrial and Commercial Bank of China

Archer Daniels Midland

13 / Avnet 14 / AXA SA 15 / Bank of America 16 / Bank of China 17 / Baosteel 18 / Barclays 19 / Bausch & Lomb 20 / Bemis 21 / Benson Oak-AVG 22 / Best Buy 23 / Bombardier 24 / BP 25 / Braskem 26 / Brasil Foods 27 / British Airways/IAG 28 / Broadcom 29 / CareFusion

46 / Deutsche Bank 47 / Deutsche Lufthansa 48 / Diageo 49 / Dover Corp. 50 / Dow Chemical Company 51 / Dresser-Rand Company 52 / Dura Automotive 53 / Eastman Chemical Company 54 / Eaton Corporation 55 / Ecolab 56 / EDF 57 / Eli Lilly 58 / Embraer

75 / ICICI Bank 76 / Ingersoll-Rand 77 / Invensys 78 / ITOCHU 79 / ITT 80 / Jones Lang LaSalle 81 / J-Power 82 / Juniper Networks 83 / KBC Group 84 / Kohlberg Kravis Roberts & Co. 85 / Korea Electric Power Corporation 86 / Kuoni


BAKER & MCKENZIE // Proactively Managed Clients

87 / Kuwait Investment Co.

124 / Sanofi

88 / L’Air Liquide

125 / SAP

89 / Li & Fung

126 / Schneider Electric

90 / Lockheed Martin

127 / Seagate Technology

91 / Lukoil

128 / Shanghai Electric

92 / Macronix International

129 / Shiseido

93 / Mars

130 / Sika

94 / Maxim Integrated Products

131 / Sime Darby

95 / McDonald’s

132 / Sinopec (China Petroleum)

96 / Medtronic

133 / SK Corp.

97 / Mitsubishi UFJ

134 / Smiths Group

98 / Mizuho Financial

135 / SOCAR

7. FedEx

99 / MOL

136 / Sonangol

8. B. Audio oscillator: an electronic

100 / Monsanto

137 / Standard Bank Group

101 / Motorola Solutions

138 / Starbucks

102 / Natixis

139 / State Grid Corporation of China

103 / Nike 104 / Nokia 105 / Novartis 106 / Novo Nordisk 107 / Nyrstar 108 / Ontario Teachers Pension Plan 109 / Panalpina 110 / Peabody Energy 111 / Pfizer 112 / Pilgrim/JBS 113 / Procter & Gamble 114 / PTT 115 / Publicis Groupe 116 / Rabobank Group 117 / Ratchaburi Electricity 118 / Raytheon 119 / Rio Tinto Group 120 / Robert Half International 121 / Royal Bank of Scotland 122 / Safran 123 / Samsung Group

140 / Stryker Corporation 141/ Sumitomo Mitsui Banking

GKC QUIZ ANSWER KEY 1. Toy Story 3 2. Suez 3. All of the above 4. The Oreo 5. 2001 6. Saks Fifth Avenue in NY

instrument that generates one pure tone or frequency at a time. In 1938, Walt Disney Studios purchased eight HP oscillators so its sound engineers could develop and test an innovative sound system for 12 theaters that screened the movie “Fantasia.”

142 / Symantec Corp.

9. Louis Vuitton

143 / Takeda/Nycomed

10. The Walkman

144 / Telefonica

11. Macquarie – In 1812, New South

145 / Toshiba

Wales Governor Lachlan Macquarie

146 / Towers Watson

bought 40,000 Spanish dollar coins

147 / Toyota

and had the centers cut out and

148 / Toyota Tsusho 149 / Transfield Services 150 / Turner (Time Warner) 151 / UBS

counter-stamped to distinguish them from the foreign coins in circulation in Australia. Macquarie Group says it chose the holey dollar as its symbol because it was “an inspired solution to

152 / VF Corp.

a difficult problem.”

153 / Vale

12. Siemens

154 / Valeo

13. Lucky Strike

155 / Volkswagen

14. Abbott

156 / Weatherford

15. BNP Paribas

157 / Whirlpool 158 / Zimmer

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BAKER & MCKENZIE // Global Key Clients

GLOBAL KEY CLIENTS

Launched in October 2010, our Global Key Client Program is designed to broaden and deepen our relationship with a portfolio of major clients by satisfying their legal and service needs better than other firms. Each global key client team is led by a small group of client service directors (CSDs), partners who serve as the primary relationship contact and plan how we can bring the whole firm to these clients. A client manager (CM) also provides specialized business development support for the team.

Abbott www.abbott.com

FedEx www.fedex.com

Merck www.merck.com

Accenture www.accenture.com

General Motors www.gm.com

Oracle www.oracle.com

Apple www.apple.com

Google www.google.com

Petrobras www.petrobras.com

AXA Private Equity www.axaprivateequity.com

Hewlett-Packard www.hp.com

Platinum Equity www.platinumequity.com

BNP Paribas www.bnpparibas.com

HSBC www.hsbc.com

Shell Group www.shell.com

Bristol-Myers Squibb www.bms.com

Hutchison Whampoa www.hutchison-whampoa.com

Siemens www.siemens.com

British American Tobacco www.bat.com

ING Group www.ing.com

Sony www.sony.com

Carlsberg www.carlsberg.com

JP Morgan Chase www.jpmorganchase.com

Standard Chartered Bank www.standardchartered.com

Cisco www.cisco.com

Kraft www.kraftfoodscompany.com

Suez www.suez-environnement.com

CNOOC www.cnoocltd.com

L’Oreal www.loreal.com

Unilever www.unilever.com

Emerson www.emerson.com

Louis Vuitton www.louisvuitton.com

Veolia www.veoliaes.com

EQT www.eqt.com

Macquarie www.macquarie.com

Walt Disney www.disney.go.com

Estee Lauder www.esteelauder.com Evonik

McCormick & Co. www.mccormickcorporation.com

Firm Beliefs  

Test of Firm Beliefs client magazine

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