Call 855-808-4530 or email [email protected] to receive your discount on a new subscription.
Features
Information about the advancement of lawyers in the patent profession.
Last month's installment discussed the necessity of analyzing whether experts are required, allowed, and qualified; Daubert considerations; and issues pertaining to 'skeletons in the closet.' The conclusion of this series addresses knowing why you hire an expert, whether an expert will be persuasive with the finder of fact, and agreements on scope of discovery.
This article explores the advantages achieved by using the USPTO's Accelerated Exam procedure as a pre-litigation strategy.
Given the potential liability exposure established under the Securities Act of 1933, it is becoming increasingly important that a company's internal management and outside advisers thoroughly understand the IP-related risks associated with the realization of corporate value.
This article discusses the Court of Appeals for the Federal Circuit's recent decision in <i>BMC Resources, Inc. v. Paymentech,</i> which clarified the standard for direct infringement where multiple parties are involved in performing steps of a method claim.
The conventional wisdom is that only 50% of the cost of routine meal and entertainment expenses is deductible. However, law and other professional service firms that spend a significant sum on these items should be aware of instances where they are fully deductible. Financial advisers can help find them.
When two law firms undertake merger discussions, they eventually exchange financial information. Typically, this exchange is anticipated from both a curiosity standpoint as well as a practical standpoint. Ultimately no merger will occur if it does not make good economic sense; therefore, critical financial review is essential.
Unfortunately, many firms fail to prepare their associates for the change in financial status that will occur upon their election to partnership. As a result, they can be distracted by financial concerns, and much of the goodwill generated by their elevation to partnership is lost. At the same time, those firms that prepare their associates for the change and lend a helping hand in the transition develop strong loyalties and better long-term partners.
A primer on how to manage your firm during an economic downturn.