Will 3-D printers end your ability to protect IP? PDF Print E-mail
Written by Mark Svat, Patent attorney, Fay Sharpe LLP   
Thursday, 24 April 2014 13:08



As the availability and use of 3-D laser based printers proliferate, IP related issues need to be considered.


The use of lasers for rapid prototyping has existed for a number of years as a process of making molds and models in the early stages of production. However, with improved technology 3-D printers are becoming used as a means to make finished products.


For patent owners, the ability of large numbers of individuals (with 3-D printers) to produce products will increase the difficulty of enforcing patent rights. Particularly, 3-D printer technology will act to fragment the target of potential patent enforcement, says Mark Svat, a patent attorney at Fay Sharpe LLP.


For example, an infringer who produces 5 million patented widgets is a clear target for the patent owner.  If, however, 5 million people can produce that widget on their own, the patent owner might need to target each individual infringer to put a stop to the infringement.

Additionally, there are concerns about 3-D printing related to other types of intellectual property, including, for instance, copyrights such as found in artistic works.  Artists can have their designs lifted and potentially turned into any number of products, reducing the market for their merchandise.


Smart Business spoke with Svat about the threat 3-D printing creates for businesses.

Last Updated on Thursday, 24 April 2014 13:26
How to become your own PR person PDF Print E-mail
Written by Grace Killelea   
Thursday, 24 April 2014 12:57


Having a good public relations or media specialist on your team is one of the keys to selling yourself. But regardless of how good they are - you are your best representative. After all, you know how fabulous you really are. And with the right tools, you will be able to communicate that with ease.

Last Updated on Thursday, 24 April 2014 13:00
Rebranding mistakes and marvels: Five lessons learned PDF Print E-mail
Written by Steve Blue   
Wednesday, 23 April 2014 14:54


Lesson: Don’t fix what’s not broken

Coca-Cola learned not to tamper with a beloved brand in 1985 when it decided to re-stage its iconic brand with “New Coke.” The public was outraged and let Coca-Cola know they didn’t want a “new” Coke. They wanted their old Coke, literally a quintessential icon in American popular culture. Coke responded within a few months and brought back “Classic Coke,” and sales rebounded. Although New Coke remained on the shelves, it eventually faded away. Some commentators felt the move to New Coke was a marketing gimmick to regenerate interest and sales in the brand after sales eroded due to the “Pepsi Challenge” taste test campaign. Don Keough, company president, responded to the charge saying, "We're not that dumb, and we're not that smart."

Last Updated on Wednesday, 23 April 2014 14:57
Service and relationships: Two simple tenants that can transform a company PDF Print E-mail
Written by Matt McConnell   
Tuesday, 22 April 2014 13:47

When I co-founded my company almost two decades ago, we knew we needed the right people to help make these ideas a reality. Obvious, right? But the question was how to successfully create a work environment that would attract and, more importantly, nurture long-lasting relationships to retain top performing employees.

Serving our community and creating camaraderie amongst employees was the answer. In the first service project we all worked side-by-side in a selfless capacity and true friendships were formed. After this community service project we realized the benefits of serving together would be the glue that kept the team intact.

Last Updated on Tuesday, 22 April 2014 13:52
Five things leaders should know about why employees leave PDF Print E-mail
Written by Dan Whitenack   
Monday, 21 April 2014 18:13


As an industrial psychologist, my career is all about careers. Clients hire me to evaluate their candidates for job openings, and I determine if there is a match. Over the years, I’ve interviewed over 15,000 candidates for positions in various industries and coached hundreds more as part of management development activities. With so much face-time, I’ve learned a lot about why people apply for a job, why they stay with a company and – more importantly – why they leave.

Last Updated on Monday, 21 April 2014 18:17

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