Salans and SNR Denton have reached the advanced stages of negotiating a £760m merger, with the two partnerships gearing up to approve the deal in a vote next month.
Management figures at the firms are planning to put the proposals to partners for a September poll, over six months after the European and US duo entered into tie-up discussions.
The pair are thought to have started discussing a merger late last year, with The Lawyer first reporting the talks in February (14 February 2012).
Sources close to the firms suggested there is still a chance that talks will collapse before they reach a vote, with negotiations said to have encountered political obstacles. Firm leaders are currently carrying out due diligence.
SNR Denton is thought to be most interested in Salans’ profitable Paris and Moscow offices, while Salans is looking to beef up its international network, nearly 15 years after predecessor Salans Hertzfeld & Heilbronn launched in New York through a merger with Christy & Viener (22 September 1998).
Leadership on both sides is understood to have communicated little about the plans to the respective partnerships, but Salans partners have nonetheless been asked to sign confidentiality agreements.
There is also a lack of clarity over the name the combined firm is set to take, with one option thought to be an entirely new brand not incorporating the Salans or SNR Denton names.
A source close to the matter commented: “Neither brand’s so strong – that’s the joke of it. It’s two weak firms.”
An SNR Denton partner said he had no inside knowledge of the potential combination with Salans but said the message from global chairman Joe Andrew and CEO Elliott Portnoy (pictured) at the US firm’s partnership conference in Orlando in May was that the firm was on the lookout for a European merger suitor.
He commented: “A lot of management time is going into working out an appropriate partner to merge with. [The message at the conference was] the firm is definitely looking at how it can expand its European operations with a suitable merger candidate. It’s very much a strategic vision of having a strong footprint across Europe.”
The SNR Denton talks were also informally discussed at Salans’ partner retreat in Madrid in the same month (21 May 2012).
An SNR Denton spokesperson said in a statement: “We enjoy strong relationships with many law firms around the world. However, we never comment on rumours about specific discussions or our continuing efforts to enhance SNR Denton’s already robust global presence with locations in over 40 countries.”
Salans declined to comment.
SNR Denton, formed out of the combination of London’s Denton Wilde Sapte and US firm Sonnenschein Nath & Rosenthal in 2010, held brief merger talks with now-defunct US rival Dewey & LeBoeuf earlier this year on the eve of the latter firm’s collapse (2 August 2012). Like Salans, Dewey counted Moscow and Warsaw among its trophy offices.
Salans, which operates a calendar-year financial year, brought in fee income totalling €206.3m in 2011. SNR Denton’s business comprises a US LLP and a separate UK LLP covering Europe, the Middle East and Asia, with the former turning over $474.5 in 2011 and the latter earning revenues worth £145m for the 2010-11 financial year.
Based on current exchange rates and SNR Denton’s £317.2m combined turnover for the first half of 2011-12 (28 November 2011), a merger between Salans and SNR Denton would likely produce a firm with total revenues of roughly £760m.
Readers' comments (18)
Anonymous | 24-Aug-2012 4:24 pm
Hello from Central Asia, ok???
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Anonymous | 24-Aug-2012 4:40 pm
@Anon Hardly a game changer. SNR Denton is another DLA or about to be another DLA? Is that good or bad? I think many lawyers are turned off by the DLA model. Who wants to be a part of DLA? Has any good come of DLA? Clients may be midly interested as Armstong says but other than that these various SNR Denton firms will take years to reach today's PEP of today's peer firms. By that time one would think the peer firms would be even stronger. This looks like one big mess. Here is to hoping that SNR Denton can keep this all together and not fall apart!
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Pep rainmaker | 25-Aug-2012 8:59 am
Pep, pep will tear us a part again
The squeeze is on
Who will be left in 3 years time?
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Anonymous | 26-Aug-2012 6:35 am
I reckon that this is more significant thn most people think. This allows all the parts to transcend their limitations in geographic terms and there could be big winners across the network if they do a good job of intergration.
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Anonymous | 29-Aug-2012 3:43 am
Not really impressed by either firm, but a firm with revenues of "roughly £760m" is a pretty good size. As there are likely to be a lot more mergers like this in future, it will be interesting to see how this one works out.
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Anonymous | 30-Aug-2012 6:42 am
Salans has a magic circle presence in some jurisdictions (Paris, Warsaw, Moscow); so has the old DWS (Middle East, Kazakstan) and some of the London practice areas (esp energy). It makes far more sense than PM for Salans. As for the brand, who wants to build a new brand from scratch? I reckon they'll develop one of the existing ones.
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Anonymous | 30-Aug-2012 12:12 pm
Having worked at Salans, i would agree that it is a weak firm composed of patchy hybrid practices. Even in the Russia/East Europe region, where they are supposed to be strong and have been present for well over 20 years, they consistently are ranked as a third-tier firm. They have no real brand identity or universally recognized strength. They also are almost famous for notoriously poor and short-sighted management. A merger is not going to save them. They need to rationalize and focus. Bigger is not better. That said, a merger may be great for SNR Dention which, after the ink is dry, may well cherry pick and make redundant a number of the very mediocre and less-than-productive partners in the Salans partenrhsip.
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Anonymous | 4-Sep-2012 6:40 pm
I am working in one of those firms. This is good move. The firms' trend to merger is a natural response to the markets that are getting more volatile and aggressive. They need to do that to survive in a such a unfriendly environment. If i were them i would concentrate on high markets like africam russia, latin america and asia, and would undoubtedly unmoor from central asia, where both firms' economics are not, i presume, that unclouded.
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