Ranking Law Firms by Economic Performance: Divergent Views
In the decades since <i>Fortune</i> magazine's landmark ranking of the nation's wealthiest corporations (during the Great Depression, of all times), the passion for ranking in our business and general cultures has grown to what can well be described as an obsession. Almost 20 years ago, law firms were finally drawn into economic ranking ' or rather, reportedly, were dragged into it kicking and screaming ' by the AmLaw listings, published by American Lawyer Media, the parent corporation of this newsletter. <br><i>A&FP</i> readers should be able to guide their firms in how to contribute and use ranking data fairly and wisely. To that end, the following article excerpts and <i>A&FP</i> author commentaries assess the challenges of law firm ranking.
Advanced Professional Education for Law Firm Managers
A Chinese proverb states: "Learning is a treasure that will follow its owner everywhere." This proverb clearly applies to law firm administrators, due to the ever-increasing complexity of law practice management and the competitive pressures facing today's firms. Experienced and well-educated professional managers are being sought out in increasing numbers by firms of all sizes to assume responsibility for the administrative management of the enterprise. The field of legal administration has therefore continued to grow and evolve, as evidenced by the 9500-member Association of Legal Administrators. <br>Fortunately, there are a number of higher learning opportunities for legal professionals, and this article explores three of them.
Why U.S. Franchisors Should Care About the Winds of Change in Ontario
For U.S.-based franchisors seeking international expansion, Canada is often the first choice for a host of obvious reasons: proximity; common language (almost); similar purchasing patterns; reaction to Canadian-tourist expression of interest; cross-border spill-over advertising; relatively low incremental cost to service a nearby 51st market area with a population roughly the size of California; etc.
Strategic Licensing Leveraging Technology Through Alliances
It takes more than great technology to make a successful product. In an era marked by short product cycles, technical interdependence of products, fluid industry standards and globalization of markets, few companies can field all the resources needed to exploit the full potential of a new invention before it becomes obsolete. Strategic alliances have become the preferred way for emerging technology companies to assemble these resources and to close the gap between promising prototype and popular product. <br>Intellectual property licensing is at the heart of most technology-based alliances. This article discusses the key legal and conceptual tools available in the licensing context, and how they can be used in an alliance to amplify the value of a new technology.
Technology Transfer As A Contact Sport
Technology transfer is often characterized as a "contact sport." Technology transfer practitioners from industry, universities, and intellectual asset management professional service providers understand the importance of their personal networks and their ability to reach out ' on a personal level ' to those with whom they need to work. Moreover, technology transfer is a contact sport because the capture of the economic value of IP and the transfer of financial risk are both dependent on the negotiation skills of the individual practitioners.
Using IP Dispute Procedures to Combat Net Fraud
Internet fraud is becoming one of the most common and lucrative forms of crime in today's information-based economy. As the Internet has grown, so too have incidences of its misuse. How can intellectual property rights help fight this growing menace?
Licensing's In ... Lawyer's Out
Licensing is too important to be left to lawyers. Or so goes the current thinking at Hewlett-Packard Development, L.P., where the only thing less popular than a long-lasting inkjet cartridge is an attorney brainstorming royalty deals.
