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Over the last decade, competitive intelligence has evolved from simply being the data we collect and analyze about our competitors. Today, considering competitive intelligence, I think more broadly about all of the data and information I have access to that helps to isolate and leverage my firm's competitive advantage and close the deal on business development opportunities.
Ultimately, the list of data points and resources are comprehensive. The more data available to analyze, the better informed your decisions and strategies will be going forward.
I've read and heard experts ask the question: “What is the central challenge facing business leaders today?” The answer, almost invariably, points to addressing the need for change. It's been repeated so many times that it's become a truism. The problem with “the need for change” as an answer is that it strongly suggests that change is a one-time event — that a company need only go from point A to point B to succeed. This flawed thinking only takes us to a new place of stuck. Meanwhile, the rest of the market moves on and leaves others behind.
Regardless of how seriously law firms focus on strategic planning, for most of us in the legal marketing space, goals are tied most directly to driving incremental revenue. We saw this pattern emerge in Big Law, in particular, during the post-recession period where law firms took steps to protect profits, primarily by cost cutting — through expense reduction, staff adjustments (layoffs), etc.
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This article highlights how copyright law in the United Kingdom differs from U.S. copyright law, and points out differences that may be crucial to entertainment and media businesses familiar with U.S law that are interested in operating in the United Kingdom or under UK law. The article also briefly addresses contrasts in UK and U.S. trademark law.
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