Posts Tagged: "Business"

Attorneys who believe they are too busy to spend time marketing themselves are always going to be career limited, and if they are given too much authority within the firm structure, they will ultimately destroy the firm. Attorneys who do not market themselves have a job because rainmakers bring in the work for them to do. But work dries up for a variety of reasons, sometimes because the rainmaker moves on to another firm that better appreciates their contribution, because of an economic downturn, or because another lawyer or firm has stolen away your clients. Whatever the reason, when work dries up, the lawyers who are the workers of the firm have little to do, become dead weight and are the first to be sent packing—at least that is what happens if the firm wants to succeed.

If you are on LinkedIn, you undoubtedly get messages, perhaps daily, from some service provider that you don’t know who promises to be able to help you with some pain point. Unfortunately for those marketers who do not take the time to do even basic research, these inquiries often come off as rather pathetic and do little more than demonstrate that you certainly don’t want to work with them, ever. Seriously, if they can’t even read your LinkedIn profile to see what type of work you do, are you really going to trust them with something that matters?

The key to rainmaking for lawyers is understanding that those who have decisional authority to hire an attorney are hiring you. Perhaps, once upon a time, those who hired lawyers were more interested in the name of the firm, but the days of an attorney staying with a firm long term are over. Attorneys move, firms merge or sometimes collapse. What this means is that, as long as the firm you are with is large enough to do the work you seek, your name and reputation far and away supersede the name on the letterhead.

Being able to quantify risk probabilities for a trade secret helps owners make strategic decisions in intellectual property management, such as choosing the type of intellectual property protection, considering opportunities for M&A, licensing, and improving the reliability of protection. As a result, this quantification enables the extraction of more value from intellectual property, particularly when managing middle- and large-sized IP portfolios. Let’s explore one possible approach to quantification by modeling an example case, quantify probabilities for risks derived from both the competitor and owner and its influence on Expected Monetary Value (EMV), and then discover some non-trivial suggestions for improving the efficiency of trade secret management.

On November 16, innovation intelligence firm Patsnap published the results of its 2023 Global Innovation Report, which measures a range of patent metrics to determine the most innovative companies in the world. This year’s Global Innovation 100 listing represents about a quarter of the globe’s entire patent filing activity. The report also includes a Global Disruption 50 listing of actively growing and young companies, reflecting the strength of both the United States and China in emerging technology fields.

Privacy and data security issues can scuttle a deal or at least cost the parties a lot of money. For example, in the due diligence process involving the 2017 acquisition of Yahoo by Verizon, Yahoo disclosed two serious data breaches that compromised over a billion accounts. Yahoo had previously attempted to cover this up. The deal went ahead for nearly $4.5 billion but not before Verizon knocked $350 million off the transaction price and Yahoo paid over $100 million to settle SEC fraud charges and class action lawsuits.

For corporate intellectual property practitioners, the quest to excel can be daunting and all-consuming. Indeed, IP teams and their clients face a multitude of complex internal and external challenges amidst an ever-evolving business, legal, and technology landscape. Cognizant of the considerable trust and influence bestowed upon them by the C-suite, IP teams naturally desire to perform at the highest possible level. As chief IP counsel at a global company, I constantly put myself and my team under the proverbial microscope. I reflect upon our people, strategy, and operations; assess our individual and collective performance; and seek new ways to maximize the value we deliver to our company and internal clients. In some instances, such new ways entail minor course corrections. In other instances, they encompass the pursuit of novel pathways that upend the status quo.

Resources such as marketing and branding agencies can help new businesses struggling to find a unique brand name, and lawyers specializing in trademark law can help evaluate infringement and refusal risks and assist in registering a trademark. That said, the costs associated with each of these options are not insignificant, leading some smaller brands and startups to choose a name, do a quick internet search for prior use, and just hope they don’t face repercussions. One of the many issues with this is that as a new business grows and becomes more recognizable, the increased exposure makes it easier for someone with pre-existing rights to find and enforce those rights against the new business. This could include financial penalties and a complete rebrand of the business causing confusion to established customers, which is why choosing and trademarking one’s brand name early is vital. Insert Artificial Intelligence (AI). I

Every inventor has, at one time or another, had the moment where all seems lost. Every avenue that could possibly yield a fruitful alleyway towards profitability has been trodden, and each industry contact that could potentially offer a path towards success has been contacted. The item that began as a simple idea, was built into a homemade prototype, and was eventually turned into a real product by a professional design firm, has not gotten the interest from the industry that had been dreamed of. This realization can be a serious cause for grief for those who have spent countless hours defining and tweaking their product, building relationships with designers, patent attorneys, industry insiders, and other inventors, and still have not achieved their ultimate goal of successfully bringing their product to market. These periods of time can be difficult, as it can feel like you are saying goodbye to a friend that has brought you so much hope, and joy throughout the development process.

For many intellectual property lawyers, the search for a local associate to assist with IP filings around the world begins and ends with a quick email to colleagues asking who knows someone in a particular country. And while personal connections are important, this method probably won’t lead to the best legal services for your clients. As we emerge from the pandemic and return to face-to-face meetings, here are several tips for vetting foreign associates. This process ideally starts overseas and leads to in-person conversations, but text chats and video calls still have value.

A company’s knowledge of IP trends and its own internal IP strategy is crucial to a wide range of issues the company may face—including litigation, business expansion, and retaining its talent. Being prepared for IP issues your company may face externally, as well as developing a strategic plan internally for your company’s IP portfolio, will better position your organization on multiple fronts. Below are 10 reasons your company should pay attention to these IP trends.

“The nine most terrifying words in the English language are: I’m from the Government, and I’m here to help,” said President Ronald Reagan during a press conference on August 12, 1986. This is one of President Reagan’s most often quoted quips, and for a reason. The Government can certainly help people in times of need, but it can also be a scary bureaucracy, particularly when it shows up unannounced and uninvited. Fast forward 31 years and the 12 most terrifying words in the English language for any business should be: “I’m from China, and my company would like to partner with yours.”

As horrifying images continue to flow from Ukraine, politicians in the United States and Europe find themselves increasingly pressured to expand economic sanctions against Russia. On April 6, 2022, the White House announced a prohibition on new investment in Russia by any U.S. person. This move has undoubtedly been a factor in the stunning exodus of U.S. companies from the region, as it leaves management teams in legal limbo as to whether maintaining current facilities—or even repairing equipment—could be considered a prohibited “investment.”

The trend is here to stay – large life science companies are basing their growth strategies on research and development happening at early-stage companies. It is easier, and less risky, for large companies simply to acquire these enterprises working on new and innovative therapeutic candidates that have advanced to a certain stage. For early stage life science companies (ESLSCs), intellectual property is the asset. Although 2021 saw what appeared to be a slowdown in deal-making activity compared to 2020, the top M&A and licensing deals were valued at well over $50 billion dollars. Whether to attract the attention of one of the larger players in the space – for a potential license or acquisition, to entice investors, or to remain competitive – a methodical and focused IP review should ensure clear alignment with business objectives and maximum return on investment. Not only does the IP audit provide the ESLSC a chance to broadly inventory and strategically review their IP, it also prepares them for any potential third-party diligence.