Intellectual Property Law

Do You Own Your Intellectual Property?

Posted on August 19, 2011

In relation to Patents: as we know, patents give their owner a complete monopoly to use and exploit a particular inventive product or process. A patent may be invented by one or more people and may be invented by one person and owned by another. The inventor is the deviser of the invention and has a statutory right to be referred to in the patent. However, the inventor's right is second to whoever owns the invention.

If the inventor is an employee, the owner of the invention will usually be the inventor's employer. In fact, section 39 of the Patents Act 1977, provides that, an invention (whether or not patentable) belongs to an employer if:

It was made in the course of the employee's normal or specifically assigned duties, when in either case, an invention might be reasonably expected to result; or
It was made in the course of the employee's duties (as they may develop overtime) and the employee has, because of the nature of the duties and the particular responsibilities arising from them, a special obligation to further the employer's interest or it might reasonably be expected that, an invention could result from carrying out such duties.

However, be careful, in all other circumstances, the invention belongs to the employee, working under a contract of employment. So, particular attention must be given when defining the above circumstances especially in the event of employees that are allowed to work from home, on part-time basis or on secondment since reference to the usual " work from the employer premises" or "during the hours of employment" may cause uncertainty as to when the invention was created and therefore who owns it.

So, it is important to ensure that the contract of employment contains the necessary provisions to address when and how an invention is made. In fact, since future assignment of patent rights in inventions made by the employee is unenforceable, the contract of employment must include a job description that specifically address notification of invention and ownership of patents, if inventing is likely to form part of the employee's job. If there is any doubt about ownership, the employer should seek a written assignment from the employee, soon after the invention has been made. This may require some sort of payment in addition to the employee salary and of course an obligation on the employee to disclose the invention to the employer, as soon as the invention is devised.

An employee is entitled to compensation for the invention created, if the employee can show that the invention described in the patent is of outstanding benefit to the employer (in accordance with amended section 40 of the Patent Act 2004).

The compensation is in addition to whatever salary the employee was paid for the performance of the duties, which gave rise to the invention or to whatever consideration was paid by the employer, for the assignment of the invention by the employee. The right to compensation cannot be contracted out and the employee is not bound by any terms, that purport to remove this right.

Circumstances, in which a claim for compensation might succeed, include where an employer:
1) Manufactures and sells the patented invention itself and, after manufacturing, marketing and selling costs are removed, makes outstanding profits from the sales of the product;
2) Embarks on an outstandingly lucrative licensing programme under the patent; and
3) Has acquired an outstanding, financially ascertainable, advantage, because the patent has barred competitors from exploiting the invention.

One thing to consider when drafting contract of employment is the ancillary rights that, arise depending on the location of the employees (for example employees of a foreign subsidiary of a UK company) or the nationality of the patents (for example the rights of UK employees on non-UK patents). The contract of employment must address these issues accordingly.

When considering the provisions addressing creation of intellectual property/patent it is important also to carefully consider other issues such as confidentiality and how to notify and who will assess when an invention is patentable and if it is worth patenting. In both cases, the employer must have in place specific policies addressing the confidentiality and notification issues.

Another important factor is the level of seniority and specialisation of the employee in question. The provisions dealing with intellectual property will be different for a receptionist contract and different again for a director in a technology company.

Your IP Legal Services Prospects Are Talking to Themselves Again – Do You Know What They Are Saying?

Posted on August 19, 2011

If you have lost potential customers because someone else appeared to understand their requirements better, then read what I have to say as there is one activity that will change the fortunes of your Intellectual Property (IP) legal services business.

You need to know the conversation going on in your prospect's mind in order to attract his or her attention.

Imagine if we all thought out loud, held nothing back and did not care if anyone heard what we were saying. We'd be pretty clued up about everyone's desires, fears and frustrations (and perhaps have a few more clack eyes as a result mind you).

If you are an IP legal services professional, you have a major problem...

No-one will buy any of your services if the result of what you provide does not match or exceed desired outcomes.

On top of that, not many people will tell you why they don't want to buy from you. They'll simply respond to someone else they think will take away their fears and frustrations, ask around or go on Google to look for someone else.

What do you need to do then?

First of all, stop talking about yourself and find out what your prospects are specifically looking for. The key questions they will ask and which you need to answer are:

1. Do you know what my main fears and frustrations are regarding IP law?

2. Do you know what my desired outcome is for any service I buy?

3. Why should I select you, above all other options available, to help me achieve my desired outcome?

4. What additional benefits will I get if I buy your IP legal services?

5. What evidence do you to have to show you can address my fears and frustrations?

6. What information can you provide to educate me on how to solve my problems?

As an exercise, get the names of 20 prospects and see if you can answer all those questions for each. If you can do so with total confidence, then well done.

If not, here are a few suggestions to help you:

1. Ask! Ask your current clients what their major fears and frustrations are, what they like or don't like about your profession and what their desired outcomes are.

2. Do surveys to give people a chance to let you know what type of information they really need.

3. Speak to former clients and ask why they left you. More importantly, do not argue back! Painful as it may seem, you will be surprised by the the small things you could have changed to keep their custom.

4. Create a forum for customers and prospects to share experiences and expectations, and to ask questions. This will need moderating but if you can do it, your business will benefit if you take action on issues raised by participants.

5. Provide free information - blogs, articles, newsletters, and allow your readers to comment or provide feedback.

Remember, work on your prospects' emotions and don't just provide facts.

Once you know the conversations going on in their heads, it is easier to build a roadmap to cultivate their trust. You can then stop having to do any hard selling right at the outset of any relationships.

If you do everything outlined above, you will be selling your Intellectual Property legal services...powerfully!

But you will be subtle and very different to many of your competitors who have the traditional hard sale approach. What you will find is that more prospects will ask for you services. The roadmap you put in place should have stages that not only builds your position of authority within a niche, but regularly informs prospects about solutions to their problems and which gets them closer to you over time.

3 Easy Steps to a Future Proof Digital Content Licence

Posted on August 19, 2011

The opportunities include, on one hand, possibilities to distribute and make digital content available to a global marketplace and therefore have access to an increased customer basis with additional revenue streams. On the other, reduced manufacturing and distribution costs help to increase the profit margins. Risks arise from the ease of unauthorised copying and distribution without the need to ask permission and pay relevant fees to digital content owners.

However, there are things that digital rights owners can do when entering into a digital licence to ensure that rights granted are not wider that those required:

1) identify the rights involved that would need to be licensed: these would generally include Copyright, Database Rights, Trade Marks and Image Rights;
2) add such flexibility in the licence to make it future proof; and
3) use technical means available to reinforce and protect the rights above.

1st Step:

Under the Copyrights, Designs and Patents Act 1988 (CDPA) and Related Rights Regulations 2003, a copyright owner may prevent others from: Copying of a (substantial) part of the copyrighted work: even if the copying copy is not visible to the eye; Issuing copies to the public: which could for example be done automatically through a search engine caching activity; Renting or lending copies to the public; Performing, showing or playing in public; Communicating to the public: covering both the broadcast right and the "making available to the public" right, which is key for licensing digital rights and is applicable to any "on demand" service as long as the work is "accessible from a place and at a time individually chosen by [the user]". Making an adaptation of the work or doing any of the above acts in relation to an adaptation of the work: such as for mobile phone screens, in which case, it may be appropriate for licensors to obtain a licence back of the adapted content. It may also be appropriate for licensors to have the right to pre-approve the adapted content, since cropping or re-configuring picture size may affect the quality of the picture.

2nd Step:

A licensor of rights under any bespoke digital licence, should include provisions in the digital content licence to guard against unwillingly granting rights for use on future-developed technologies. It is therefore important that the licence contains provisions that state that unless expressly granted, all rights are reserved and belong to the licensor; and also limit the licence to technology invented at the time of the grant.

3rd Step:

Licensors very often will look at implementing technical measures to protect against unauthorised copying and distributing of the content. Very often DRM is the technology that licensors they will look to since it is an offence to circumvent the DRM applied to any digital content and/or to manufacture, market and sell devices which carry out such circumvention.

However the use of DRM is not without inherent and user-facing problems. For example, it may create a permanent copyright (whereas normally copyright expires upon expiration of the relevant period), it may create competition concerns (since it may be used to divide markets), it restricts standard property rights (whereas content published on non-digital format may in certain circumstances be legally passed on or re-sold).