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Your client has an invention. He tells you he came up with the invention 18 months ago and that he hasn't offered the invention for sale and hasn't publicly disclosed it. He's meeting with you today because he has evaluated his prototype and finally decided to direct financial resources toward obtaining a patent. He asks you to prepare a patent application. Everything seems fine, right? Maybe not. A bar date might have been purchased along with the prototype.
Features
In Part One of this article, we examined the risks to intellectual property (IP) value that would most preoccupy IP professionals, including: third-party risks for infringement liability, first-party risks to IP assets, and Directors & Officers (D&O) risks arising out of relevant valuation and disclosure. However, as IP specifically accounts for a higher ratio of market capitalization and shareholder value for publicly traded corporations, strategic choices relating to IP impact the firm's financial fortunes in more subtle ways, commensurate with that increased value. To cite one salient example: For IP-rich companies, tax planning is increasingly intertwined with Intellectual Asset Management (IAM) strategy.
Highlights of the latest franchising news from around the country.
Highlights of the latest franchising cases from around the country.
Features
The tide of franchise regulation in Europe continues to flow, as the Belgian parliament is the latest of the EU member state legislatures to consider enacting not one, but four distinct franchise laws. Does this make regulation of franchising on an EU-wide basis inevitable?
No longer is electronic discovery reserved for the rare case involving complex technical issues, or those involving large damage claims. In modern-day complex litigation, as well as simpler cases involving individuals, the proverbial "smoking gun" is as likely to be a deleted e-mail or electronically stored draft document as it is a "hard copy" of a document. The proliferation of computers not only in the office but in the home — and, indeed, portable computers that travel with the user — greatly increases the odds that many discoverable documents will be available, and perhaps only available, in electronic format. This article provides a general primer on the subject of electronic discovery, discussing some recurring issues in the case law, as well as issues that should be of particular interest to franchisors and franchisees.
Highlights of the latest equipment leasing news from around the country.
Improved operational efficiencies and the potential for lower-cost market penetration and expansion are just a few of the more common business justifications for adoption of an e-commerce process. These same justifications, as well as others, are sure to resonate with the equipment leasing industry. An initial consideration in adopting any e-commerce process is an analysis of relevant e-signature and e-record laws and the risks inherit in electronic transactions.
Features
In a welcome relief to many in the leasing industry, the results contained in the Equipment Leasing Association's Quarterly Performance Indicators Report (PIR) for the second quarter of 2004 show some very favorable numbers. Specifically, there has been a net gain in two of the most important indicators: Total Net Portfolio and Total New Business. In addition, on time payments are up from a year ago while delinquencies are down. Charge-offs are down while employment in the industry and credit approvals are up when compared with the figures from the second quarter of 2003. This is very good news indeed.
This is the second article of a two-part series about managing the risks of doing business in Latin America. Last month's installment described Latin America as a region blessed with impressive worker productivity and natural resources, but also troubled by pockets of political and economic unrest. The article concluded that Latin America represents a fertile business frontier for equipment leasing and finance companies that are willing to manage risks proactively. It covered potential market entry risks and suggested strategies for reducing exposure. This month's article explores operational and exit-strategy risks to consider before expanding into Latin America. Risks are summarized in the Risk Map for Doing Business in Latin America (Table 1), published last month, which I developed based on experiences in the region. The map is intended as a checklist that outlines typical risks and management strategies. However, as every business is unique, companies should also attempt to identify additional risks and/or their own approaches.
