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Some may wonder why a partner in a major law firm is going to tell you how to save money on litigation legal expenses. The answer is simple. My job, first and foremost, is to obtain the best possible result for my clients. In my view (and the view of my colleagues), achieving the best result includes cost efficiency and cost effectiveness. Over the course of 18 years, I have had a front row seat to a wide range of client approaches to managing ' or not managing ' legal fees.
Your marketing specialist approaches you with a great idea for Internet advertising ' purchasing trademarks of your company's competitors and for complimentary products as keywords to match Internet users conducting searches in your product category to an advertisement for your company. Do you advise your company to purchase third-party trademarks as keywords? How have the courts dealt with this scenario? How can you reduce risks associated with purchasing third party trademarks as keywords? What are the international implications? This article addresses these issues.
You've just pulled a steaming pepperoni pizza from the oven and open a kitchen drawer to look for the right tool. Will any tool do? They're all kitchen…
Managing the life cycle of a transaction, whether an offering, a financing or a merger, requires an attorney to seek information from disparate sources within the firm. These searches are often inefficient, time-consuming and may not always yield the required data. The firm can use knowledge management (KM) techniques to build a one-stop repository of transaction data to help attorneys manage a transaction from pitch to press release.
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Client relationship management (CRM) applications succeed within the law firm environment when they address both the organization's strategic needs, as well as the user's individual needs. These systems also relieve lawyers from the manual drudgery of managing and calculating their billable hours. Both the organization and individual lawyers obtain obvious value from these systems. Win-win. <br>But with so many CRM products in the marketplace with varying capabilities, there seems to be a growing disconnect between the strategic value that firms enjoy from these solutions, and the benefits derived by individual lawyers. The challenge therefore becomes one of focus.
Knowledge management (KM) has about as many definitions as it does implementations, and in law firms it was recognized early on as a tool to help lawyers in supporting their clients. Lots of paper, information, and knowledge to manage ' and robust document management systems emerged as KM solutions. That's fine for the lawyers, but in marketing and business development, it's who you know as much as it is what you know. At Duane Morris, where our Marketing and Business Development Department is only 3 years old, we were able to grow this functional area around the key information and processes needed to be successful.
Patentees and competitors must take proactive steps to handle design-around issues related to intellectual property matters. Using a design-around strategy, a competitor can produce an equivalent product that is legally non-infringing on a patentee's issued patent. Successful design-around strategies can present time and cost savings in terms of research and development costs, legal fees and potential litigation costs and also can minimize the delay in commercializing an equivalent product. For example, by designing around, a competitor has the incentive to potentially capture a significant market share by producing an equivalent product while undercutting the patentee's profits.
In today's age of strong patent rights, enhanced visibility and budgetary clout are the norm for intellectual property professionals — and are generally regarded as good things. With the creation of the U.S. Court of Appeals for the Federal Circuit ("CAFC") in 1982, we have seen a number of distinct pro-patent trends. These have included a robust presumption of patent validity, higher damage awards for acts of infringement, more flexible approval standards introduced by the PTO, and an increasingly granted right on the part of patent holders to seek injunctive relief to stop the production of infringing products. Prior to the creation of the unitary CAFC, patent rights were less certain to be enforced through either the award of high monetary damages or sweeping injunctive relief.
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The patent applicant can act pre-emptively, even pending further development of legal doctrines specific to infringement of business and network-related methods, to draft and prosecute claims that will "catch" infringing activity at as many conceivable loci along the network as possible, and thwart competitors' ability to readily avoid infringement by parsing method steps creatively.