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Is the landlord's right to cure a defect in the premises a perpetual one? The answer depends on where you are, what your lease says, and whether you have documented complaints and repairs adequately.

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.

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…

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.

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.

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.

Highlights of the latest franchising news from around the country.

Forecasting mass tort claims is often based on sophisticated models applied to large, complicated databases. These models can account for such causal factors as the size of the exposed population, the dose-response rates between defendant's product and disease, and actuarial mortality rates of the exposed population. Too often, though, there is one variable that is simply extrapolated into the future at historical levels with no attempt to understand its causal influences &mdash; the filing rate (also called the propensity to sue).

Many insureds face claims of antitrust violations, anticompetitive conduct, unfair competition, and theft of trade secrets. Too often these businesses fail to consider that they may have a very valuable asset to protect them against the expense, and any settlements or judgments, incurred in such lawsuits ' their comprehensive or commercial general liability ("CGL") insurance policies.

Ever since the Medici family of Florence popularized the use of written documents to facilitate trade between city states and nations in the 15th century, letters of credit and their progeny, bills of lading, warehouse receipts and similar instruments of title, have consisted of written documents. Commercially effective and reasonably efficient for hundreds of years, letters of credit and documents of title in tangible form have become increasingly outmoded because of economic and temporal constraints. A recent article in <i>The Wall Street Journal</i> estimated that at least 5% of the cost of all international trade transactions was attributable solely to the cost of documentation [Gabriel Kahn, "Financing Goes Just-in-Time," <i>The Wall Street Journal,</i> June 4, 2004, Section A, p. 10]. With the growth of international trade and the relocation of manufacturing from industrialized nations to countries with cheaper labor costs, international shipments have increased dramatically as cost-conscious businesses search for increased efficiency. The historic standard of a 2-week turnaround for a written letter of credit for a secured bill of lading transaction and the cost of associated paperwork have created a need for a cheaper, faster system. Not surprisingly, merchants have found opportunities to use the Internet and other electronic arrangements to help solve this problem. This article will describe some of the alternative electronic bill of lading arrangements that have arisen since the 1990s for shipping goods internationally and the impetus that their spread provided to a Uniform Commercial Code working group that responded by overhauling and updating Article 7 to make it more reflective of modern trade practice.