625
Showing 17–25 of 25 results
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Powerful words – COO’s statements leave employer in the legal lurch
January / February 2015
Newsletter: Employment Law Briefing
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: When a 71-year-old security guard was laid off from his job at the retirement home he lived in, he filed an age discrimination suit. The COO claimed that he’d decided to eliminate the resident employee program to save costs and assure a better trained workforce. The district court granted summary judgment, and the plaintiff appealed, stating that the court had erred in doing so before he had any opportunity to conduct discovery. The appellate court agreed, holding that the plaintiff had offered direct evidence of discriminatory intent and so was entitled to a trial. This article notes that part of that evidence was the COO’s earlier statements to the EEOC that suggested a discriminatory attitude. Wilson v. Cox, No. 12-5070, June 3, 2014 (D.C. Cir.)
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The challenge of estimating damages in IP cases
January / February 2014
Newsletter: Valuation & Litigation Briefing / Litigation & Valuation Report
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: In an intellectual property (IP) case, it’s important to have a qualified valuator. Why? Because in some IP litigation, it may be possible to recover certain damages that are based on profits the defendant enjoyed as a result of its infringement. This article looks at the theory behind damages, how valuators might attempt to apportion sales among infringing and noninfringing activities, and the ways that a court might determine lost profits.
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Tread carefully when firing employees on FMLA leave
January / February 2014
Newsletter: Employment Law Briefing
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: Deciding to terminate any employee is risky. But the risk level associated with terminating those who have requested leave under the Family and Medical Leave Act (FMLA) is markedly greater. After a nonprofit terminated an employee who was on FMLA leave — claiming performance-related reasons — the plaintiff sued. Ultimately, the appeals court sided with the employer, but the decision shows why it’s important for employers to tread carefully in such cases. Mercer v. Arc of Prince Georges County, No. 13-1300, July 11, 2013 (4th Cir.) Yashenko v. Harrah’s NC Casino Co., No. 05-1256, April 27, 2006 (4th Cir.) McDonnell Douglas Corp. v. Green, No. 72-490, May 14, 1973 (Supreme Court)
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Two-track mind – Lawyers and firms alike benefit from multiple partnership models
Summer 2013
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: Firms that hire and retain only partnership-track associates may be turning away profitable legal talent. Many skilled lawyers don’t want the long hours and heavy responsibilities of equity partnership — and, for those who do, the organizational structure that once supported this goal has become less viable in the 21st century. This article explains why a two-tier system — of equity and nonequity partners — may be the solution.
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Upgrading your website – Enhancing your online presence is a must
June / July 2013
Newsletter: Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: Despite the critical role websites play in most businesses’ marketing initiatives, many suffer from ineffective designs that visitors find difficult to read or navigate. This article shows how a company can ensure its site is doing all it can to reflect positively on the business. It involves having fresh, visually appealing content that’s easy to access and that allows the company to use site visit data to more precisely target marketing efforts and potentially boost traffic and revenue.
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Shopping for tax savings – Relocating a trust to a tax-friendly state
September / October 2011
Newsletter: Estate Planner
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: If a trust is subject to high state income taxes, it may be possible to change its residence — or “situs” — to a state with low or no income taxes. But not all trusts are the same — nor are state laws. This article explains which types of trusts may be good candidates for relocation, along with the factors that states use in determining a trust’s state of “residence” for tax purposes. It also discusses the steps involved in moving a trust.
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Multistate taxation efforts ramp up – Be aware of states with which your company may have nexus
June / July 2011
Newsletter: Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: Before a business transaction triggers income or sales tax in a particular state, the company involved typically has to have a nexus — that is, a connection or link — with the state. Until recently, nexus generally was presumed to exist only if the business had a physical presence in the state. In this Internet age, however, even businesses without such a presence may be obligated to pay income or sales taxes. And states have different criteria for determining just what triggers their income or sales taxes. This article looks at some of the criteria used to establish nexus and describes attempts that have been made to streamline regulations among the states.
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Valuators cover the gamut from A to Z
January / February 2011
Newsletter: Viewpoint on Value
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: A credible valuation that can withstand professional scrutiny requires diligent research and analysis of both the business interest itself and relevant valuation data, documented in an explanatory report. This article notes that valuation services can be helpful in numerous situations, including transaction planning, financial restructuring, litigation support and succession planning, pointing out that a valuator’s real skill is transforming assembled information into a meaningful valuation analysis.
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Should you have an advisory board?
Year End 2010
Newsletter: Nonprofit Agendas
Price: $225.00, Subscriber Price: $157.50
Word count: 625
Abstract: Nonprofits are governed by boards of directors, but many nonprofits can benefit from adding an advisory board to the mix. Without a formal commitment, these informal board members can bring complementary skills and resources to the group, making them extremely valuable. This article explains how to identify the traits and skills needed in advisory board members. It also covers how to use the advisory board as a way to test out potential candidates for the governing board.