Essay --

e Rush Professor Amita Topics in History: Buddhism December 16, 2013 â€Å"Finding Oneself in a Suffering Based World† ACADEMIC INTEGRITY PLEDGE On my honor, I have neither received nor given any unauthorized assistance on this examination (assignment). ___________Paije Rush_______ Print Name ____________Paije Rush______ Signature (Print Name again on e-submission) __________December 17, 2013________ Date All of our problems and suffering originate from confused negatives states of mind and all happiness and good fortunes derive from peaceful and positive states of mind. In this course, we have learned about the Buddha, the Dharma, The Four Noble Truths, the cause and effect of suffering in one’s life. In this course I have learned to creatively and critically analyze literary materials learned through the Buddha’s insights from over 2,000 years ago. I was taught methods for gradually overcoming negative minds such as anger to develop minds with love compassion and wisdom, attributes that are obtained through experience. Topics in History of Buddhism has taught me that Buddhism is a religion of its own that you learn through practice and experience rather than a belief. This idea is a little complicated for some to grasp. In our culture, â€Å"religion† is a better system and â€Å"faith† is one’s way of accepting those beliefs. The Buddha has taught us to accept no teachings without testing them. Instead of believing in teachings one should practice the teachings to realize the truth of them. In Buddhism there are three general levels of the communication. There is the enlightened level, the intellectual level, and the common level. Within these three levels enforces the learning and practicing of the Buddha’s teachings. With le... ...ous life changes. They went from having extremely poor behavior to influencing others to be involved in such an inspirational journey. Overall, from this course I have obtained the notion that overcoming suffering truly depends on the person and their dedication to wanting to free themselves of suffering, pain, violence, and fear to live a liberated life. As long as we are enveloped in ignorance, one’s thought of self, the world, and anything else is just a theory until proven to be true. One must grasp the idea that extinction of desire, Nirvana, and following the steps on the path to liberation is the ultimate goal of a suffer-free life. Once one can successfully cultivate one’s mind so that they are free from the delusion of â€Å"I† and the craving for the wrong type of pleasures, one can then see oneself for themselves and the have a clear understanding of reality.

Strategic Marketing Management

Guidelines for â€Å"Strategic Marketing Project† Elements: 1. Environmental Analysis (SWOT) 2. Identifying Customers 3. Competitor/Value Creation Analysis 4. Marketing Mix: The 4 P’s 5. Financial Analysis and Budget 6. Implementation and Control Plan 1. Know Your Marketplace †¢ Strengths, Weaknesses, Opportunities, and Threats (SWOT) †¢ Trends and changes: – Market analysis – Segmentation – Prioritizing target markets 1. Know who you are selling to (market analysis, segmentation, prioritizing targets) 2. Know what is important to targeted customers (customer analysis) 3. Make sure you are distinctively different from your competition in areas of importance to targeted segments (competitive analysis, reallocation of resources if necessary, positioning, market intelligence) 4. Focus attention of everyone on delivering what the customer wants (management of people, monitoring and control). 5. Constant monitoring of changes in the market (market intelligence, market analysis, internal feedback system) The most fundamental marketing concept is treating customers like you are truly interested in them. That means making sure you are meeting needs that customers perceive as important. Meeting needs is the heartland of every marketing program. A useful tool in assessing the marketplace is SWOT. Assessing the opportunities and threats and how the business can capitalize on them or avoid them using the firm’s strengths weaknesses 2. Who Are Your Customers? Customer/Consumer Trends Customers †¢ Just-in-time inventory †¢ Business to business (B2B) †¢ Manufacturing mentality †¢ Industrialization of agriculture Consumers †¢ Households with fewer people †¢ Active, on-the-go lifestyles Concern over the health aspect of food, with a desire for good taste †¢ Less time for meal prep Know What Is Important to Your Customer †¢ Get inside the mind of your customers †¢ Find out why they would buy from you. . . or why they would not †¢ Truly understand their needs – Intentional listening – Customer analysis – Solve their p roblems 3. Competitor/Value Creation Analysis Make sure you are distinctively different from your competition in areas of importance to your customers †¢ Competitive analysis †¢ Reallocation of resources if necessary †¢ Positioning The Value Chain The Value Chain, or value plate, does is breakdown the functions of a company into its activities to provide a way to assess the internal capacities of the business. The value chain categorizes the generic value-adding activities of an organization. The â€Å"primary activities† include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The â€Å"support activities† include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. 4. Determining the Marketing Mix †¢ The set of controllable variables that will accomplish the marketing objectives: †¢ Product strategy †¢ Place (distribution) strategy †¢ Promotion (communication) strategy †¢ Pricing strategy Product Strategy †¢ Portfolio of Products – Flavors, colors, variants, blends, genres etc – Fits your strengths and weaknesses – Provides acceptable risk/return trade off – Meets needs of a particular customer segment Quality – No. 1 versus No. 2 – †¢ Service – Timely custom operations – Pre-sorting of grain or livestock quality †¢ Volume – Large and small quantities – Guaranteed volumes (contract) Example: McDonald’s Product Package †¢ Food †¢ Fast service †¢ Fun for the kids †¢ Variety â € ¢ Non-smoking †¢ Consistent product Place/Distribution Strategy †¢ Location – Delivery to multiple points Promotion Strategy †¢ Advertising – Creating TVC, Radio copy, Print ads, outdoor/hoardings ad, Posters, brochures and other advertisements on the products – Creating a logo †¢ Personal Selling Telling your customers how you create value – Having lunch with the corporate customer/vendor †¢ Public Relations – Being a good neighbor – Being involved in the community – Open house days Price Strategy Price is the cost the customer must bear in order to obtain the product. It includes: †¢ list price †¢ discounts †¢ allowances †¢ payment period †¢ credit terms Pricing Methods †¢ Value-Based Pricing – Set price based on buyers’ perception of value (rather than on the seller’s costs) †¢ Cost-Based Pricing – Add a standard markup to the cost of the pr oduct †¢ Competition-Based Pricing Set price based on following competitors’ prices 5. Financial Analysis and Budgeting †¢ Estimate the demand given the pricing and promotion strategy. †¢ Determine expenses associated with production and marketing. †¢ Determine anticipated cash flows. †¢ Will strategy cash flow? When? †¢ What are the critical assumptions of the financial analysis and what are the impacts of changes in those assumptions? 6. Implementation and Control †¢ Focus attention of everyone on delivering what the customer wants – Management of people – Monitoring and control Good luck! Strategic Marketing Management Strategic Marketing Management Sample Exam Questions Question 1: a. Is the PLC (Product life cycle) concept useful in developing Marketing strategies? Describe why or why not? What are the limitations of the PLC concept? A strategy is a fundamental pattern of present and planned objectives, resource deployments, and interactions of an organisation with markets, competitors and other environmental factors. b. What are the advantages available to Google with their Google maps (as a Pioneer firm) in the Internet search engine market? What are the advantages available to any of the follower firms in the market? c. Under what conditions to pioneer and follower strategies each have the greatest probability of long-term success? Question 2: a. Explain the term ‘sustainable competitive advantage’ b. Discuss five (5) differentiation and five (5) overall cost leadership strategies a firm can pursuer to create sustainable competitive advantages c. What are four (4) different types of businesses based on their intended rate of product-market development as proposed by Miles and Snow? d. You are the marketing manager for a generic products division of a major pharmaceutical manufacturer. Your division is a low-cost defender that maintains its position in the generic drug market by holding down its costs and selling generic products to distributors and pharmacies at very low prices. What are the implications of this business strategy for each of the 4Ps in the strategic marketing programme you would develop for your division? Question 3: a. What is market orientation? What are the advantages and drawbacks of being ‘market oriented’ for a firm like Qantas Airways? Lecture 1: Market orientation is implementing a more customer-focused approach to marketing. This involves companies that make what they can sell as opposed to selling what they can make. Market oriented companies have a broad product line and base their pricing on perceived benefits provided as opposed to production and distribution costs as Product oriented firms do. Their research is focused on identifying new opportunities and applying new technology to satisfy customer needs as opposed to product improvement and cost cutting solutions like product oriented firms. Such companies design packaging for customer convenience and use it as a promotional tool rather than to merely protect the product or reduce costs involved and they emphasise their promotion on product benefits and ability to satisfy customer needs or solve problems (as opposed to product features, quality and price). Advantages include†¦ b. Discuss the factors that mediate a marketing’s strategic role within an organisation Lecture 1: Competitive factors affect a firms market orientation Influence of different development stages across industries and global markets Strategic Inertia . Outline the major levels of strategy in most large, multi-product organisations Lecture 1: 1. Corporate Strategy: Decisions about the organisation’s scope and resource deployments across its divisions or businesses 2. Business-level strategy: How a business unit competes within its industry 3. Marketing strategy (Functional) Effective allocation and coordination of marketing resourc es and activities d. List the five components of a well-developed strategy. Lecture 1: 1. Scope (breadth of the strategic domain) 2. Goals and Objectives (What is to be accomplished) 3. Resource deployments (Allocation of limited resources) 4. Identification of sustainable competitive advantage (How the organisation will compete) 5. Synergy (Whole greater than the sum of parts) Question 5: Apple computer’s iPods holds a commanding share of the rapidly growing global market for digital music players. To maintain its lead as the market continues to grow, what strategic marketing objectives should Apple focus on and why? Which specific marketing actions would you recommend for accomplishing Apple’s objectives? Be specific with regard to each of the 4Ps in the firm’s marketing programme. Question 6. While we have seen that a business may have a number of other strategic options, the conventional wisdom suggests that a declining business should either be divested or harvested for maximum cash flow. Under what kinds of market and competitive conditions do each of these two conventional strategies make good sense? What kinds of marketing actions are typically involved in successfully implementing a harvesting strategy? Strategic Marketing Management Strategic Marketing Management Sample Exam Questions Question 1: a. Is the PLC (Product life cycle) concept useful in developing Marketing strategies? Describe why or why not? What are the limitations of the PLC concept? A strategy is a fundamental pattern of present and planned objectives, resource deployments, and interactions of an organisation with markets, competitors and other environmental factors. b. What are the advantages available to Google with their Google maps (as a Pioneer firm) in the Internet search engine market? What are the advantages available to any of the follower firms in the market? c. Under what conditions to pioneer and follower strategies each have the greatest probability of long-term success? Question 2: a. Explain the term ‘sustainable competitive advantage’ b. Discuss five (5) differentiation and five (5) overall cost leadership strategies a firm can pursuer to create sustainable competitive advantages c. What are four (4) different types of businesses based on their intended rate of product-market development as proposed by Miles and Snow? d. You are the marketing manager for a generic products division of a major pharmaceutical manufacturer. Your division is a low-cost defender that maintains its position in the generic drug market by holding down its costs and selling generic products to distributors and pharmacies at very low prices. What are the implications of this business strategy for each of the 4Ps in the strategic marketing programme you would develop for your division? Question 3: a. What is market orientation? What are the advantages and drawbacks of being ‘market oriented’ for a firm like Qantas Airways? Lecture 1: Market orientation is implementing a more customer-focused approach to marketing. This involves companies that make what they can sell as opposed to selling what they can make. Market oriented companies have a broad product line and base their pricing on perceived benefits provided as opposed to production and distribution costs as Product oriented firms do. Their research is focused on identifying new opportunities and applying new technology to satisfy customer needs as opposed to product improvement and cost cutting solutions like product oriented firms. Such companies design packaging for customer convenience and use it as a promotional tool rather than to merely protect the product or reduce costs involved and they emphasise their promotion on product benefits and ability to satisfy customer needs or solve problems (as opposed to product features, quality and price). Advantages include†¦ b. Discuss the factors that mediate a marketing’s strategic role within an organisation Lecture 1: Competitive factors affect a firms market orientation Influence of different development stages across industries and global markets Strategic Inertia . Outline the major levels of strategy in most large, multi-product organisations Lecture 1: 1. Corporate Strategy: Decisions about the organisation’s scope and resource deployments across its divisions or businesses 2. Business-level strategy: How a business unit competes within its industry 3. Marketing strategy (Functional) Effective allocation and coordination of marketing resourc es and activities d. List the five components of a well-developed strategy. Lecture 1: 1. Scope (breadth of the strategic domain) 2. Goals and Objectives (What is to be accomplished) 3. Resource deployments (Allocation of limited resources) 4. Identification of sustainable competitive advantage (How the organisation will compete) 5. Synergy (Whole greater than the sum of parts) Question 5: Apple computer’s iPods holds a commanding share of the rapidly growing global market for digital music players. To maintain its lead as the market continues to grow, what strategic marketing objectives should Apple focus on and why? Which specific marketing actions would you recommend for accomplishing Apple’s objectives? Be specific with regard to each of the 4Ps in the firm’s marketing programme. Question 6. While we have seen that a business may have a number of other strategic options, the conventional wisdom suggests that a declining business should either be divested or harvested for maximum cash flow. Under what kinds of market and competitive conditions do each of these two conventional strategies make good sense? What kinds of marketing actions are typically involved in successfully implementing a harvesting strategy? Strategic Marketing Management Guidelines for â€Å"Strategic Marketing Project† Elements: 1. Environmental Analysis (SWOT) 2. Identifying Customers 3. Competitor/Value Creation Analysis 4. Marketing Mix: The 4 P’s 5. Financial Analysis and Budget 6. Implementation and Control Plan 1. Know Your Marketplace †¢ Strengths, Weaknesses, Opportunities, and Threats (SWOT) †¢ Trends and changes: – Market analysis – Segmentation – Prioritizing target markets 1. Know who you are selling to (market analysis, segmentation, prioritizing targets) 2. Know what is important to targeted customers (customer analysis) 3. Make sure you are distinctively different from your competition in areas of importance to targeted segments (competitive analysis, reallocation of resources if necessary, positioning, market intelligence) 4. Focus attention of everyone on delivering what the customer wants (management of people, monitoring and control). 5. Constant monitoring of changes in the market (market intelligence, market analysis, internal feedback system) The most fundamental marketing concept is treating customers like you are truly interested in them. That means making sure you are meeting needs that customers perceive as important. Meeting needs is the heartland of every marketing program. A useful tool in assessing the marketplace is SWOT. Assessing the opportunities and threats and how the business can capitalize on them or avoid them using the firm’s strengths weaknesses 2. Who Are Your Customers? Customer/Consumer Trends Customers †¢ Just-in-time inventory †¢ Business to business (B2B) †¢ Manufacturing mentality †¢ Industrialization of agriculture Consumers †¢ Households with fewer people †¢ Active, on-the-go lifestyles Concern over the health aspect of food, with a desire for good taste †¢ Less time for meal prep Know What Is Important to Your Customer †¢ Get inside the mind of your customers †¢ Find out why they would buy from you. . . or why they would not †¢ Truly understand their needs – Intentional listening – Customer analysis – Solve their p roblems 3. Competitor/Value Creation Analysis Make sure you are distinctively different from your competition in areas of importance to your customers †¢ Competitive analysis †¢ Reallocation of resources if necessary †¢ Positioning The Value Chain The Value Chain, or value plate, does is breakdown the functions of a company into its activities to provide a way to assess the internal capacities of the business. The value chain categorizes the generic value-adding activities of an organization. The â€Å"primary activities† include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The â€Å"support activities† include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. 4. Determining the Marketing Mix †¢ The set of controllable variables that will accomplish the marketing objectives: †¢ Product strategy †¢ Place (distribution) strategy †¢ Promotion (communication) strategy †¢ Pricing strategy Product Strategy †¢ Portfolio of Products – Flavors, colors, variants, blends, genres etc – Fits your strengths and weaknesses – Provides acceptable risk/return trade off – Meets needs of a particular customer segment Quality – No. 1 versus No. 2 – †¢ Service – Timely custom operations – Pre-sorting of grain or livestock quality †¢ Volume – Large and small quantities – Guaranteed volumes (contract) Example: McDonald’s Product Package †¢ Food †¢ Fast service †¢ Fun for the kids †¢ Variety â € ¢ Non-smoking †¢ Consistent product Place/Distribution Strategy †¢ Location – Delivery to multiple points Promotion Strategy †¢ Advertising – Creating TVC, Radio copy, Print ads, outdoor/hoardings ad, Posters, brochures and other advertisements on the products – Creating a logo †¢ Personal Selling Telling your customers how you create value – Having lunch with the corporate customer/vendor †¢ Public Relations – Being a good neighbor – Being involved in the community – Open house days Price Strategy Price is the cost the customer must bear in order to obtain the product. It includes: †¢ list price †¢ discounts †¢ allowances †¢ payment period †¢ credit terms Pricing Methods †¢ Value-Based Pricing – Set price based on buyers’ perception of value (rather than on the seller’s costs) †¢ Cost-Based Pricing – Add a standard markup to the cost of the pr oduct †¢ Competition-Based Pricing Set price based on following competitors’ prices 5. Financial Analysis and Budgeting †¢ Estimate the demand given the pricing and promotion strategy. †¢ Determine expenses associated with production and marketing. †¢ Determine anticipated cash flows. †¢ Will strategy cash flow? When? †¢ What are the critical assumptions of the financial analysis and what are the impacts of changes in those assumptions? 6. Implementation and Control †¢ Focus attention of everyone on delivering what the customer wants – Management of people – Monitoring and control Good luck! Strategic Marketing Management Guidelines for â€Å"Strategic Marketing Project† Elements: 1. Environmental Analysis (SWOT) 2. Identifying Customers 3. Competitor/Value Creation Analysis 4. Marketing Mix: The 4 P’s 5. Financial Analysis and Budget 6. Implementation and Control Plan 1. Know Your Marketplace †¢ Strengths, Weaknesses, Opportunities, and Threats (SWOT) †¢ Trends and changes: – Market analysis – Segmentation – Prioritizing target markets 1. Know who you are selling to (market analysis, segmentation, prioritizing targets) 2. Know what is important to targeted customers (customer analysis) 3. Make sure you are distinctively different from your competition in areas of importance to targeted segments (competitive analysis, reallocation of resources if necessary, positioning, market intelligence) 4. Focus attention of everyone on delivering what the customer wants (management of people, monitoring and control). 5. Constant monitoring of changes in the market (market intelligence, market analysis, internal feedback system) The most fundamental marketing concept is treating customers like you are truly interested in them. That means making sure you are meeting needs that customers perceive as important. Meeting needs is the heartland of every marketing program. A useful tool in assessing the marketplace is SWOT. Assessing the opportunities and threats and how the business can capitalize on them or avoid them using the firm’s strengths weaknesses 2. Who Are Your Customers? Customer/Consumer Trends Customers †¢ Just-in-time inventory †¢ Business to business (B2B) †¢ Manufacturing mentality †¢ Industrialization of agriculture Consumers †¢ Households with fewer people †¢ Active, on-the-go lifestyles Concern over the health aspect of food, with a desire for good taste †¢ Less time for meal prep Know What Is Important to Your Customer †¢ Get inside the mind of your customers †¢ Find out why they would buy from you. . . or why they would not †¢ Truly understand their needs – Intentional listening – Customer analysis – Solve their p roblems 3. Competitor/Value Creation Analysis Make sure you are distinctively different from your competition in areas of importance to your customers †¢ Competitive analysis †¢ Reallocation of resources if necessary †¢ Positioning The Value Chain The Value Chain, or value plate, does is breakdown the functions of a company into its activities to provide a way to assess the internal capacities of the business. The value chain categorizes the generic value-adding activities of an organization. The â€Å"primary activities† include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The â€Å"support activities† include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. 4. Determining the Marketing Mix †¢ The set of controllable variables that will accomplish the marketing objectives: †¢ Product strategy †¢ Place (distribution) strategy †¢ Promotion (communication) strategy †¢ Pricing strategy Product Strategy †¢ Portfolio of Products – Flavors, colors, variants, blends, genres etc – Fits your strengths and weaknesses – Provides acceptable risk/return trade off – Meets needs of a particular customer segment Quality – No. 1 versus No. 2 – †¢ Service – Timely custom operations – Pre-sorting of grain or livestock quality †¢ Volume – Large and small quantities – Guaranteed volumes (contract) Example: McDonald’s Product Package †¢ Food †¢ Fast service †¢ Fun for the kids †¢ Variety â € ¢ Non-smoking †¢ Consistent product Place/Distribution Strategy †¢ Location – Delivery to multiple points Promotion Strategy †¢ Advertising – Creating TVC, Radio copy, Print ads, outdoor/hoardings ad, Posters, brochures and other advertisements on the products – Creating a logo †¢ Personal Selling Telling your customers how you create value – Having lunch with the corporate customer/vendor †¢ Public Relations – Being a good neighbor – Being involved in the community – Open house days Price Strategy Price is the cost the customer must bear in order to obtain the product. It includes: †¢ list price †¢ discounts †¢ allowances †¢ payment period †¢ credit terms Pricing Methods †¢ Value-Based Pricing – Set price based on buyers’ perception of value (rather than on the seller’s costs) †¢ Cost-Based Pricing – Add a standard markup to the cost of the pr oduct †¢ Competition-Based Pricing Set price based on following competitors’ prices 5. Financial Analysis and Budgeting †¢ Estimate the demand given the pricing and promotion strategy. †¢ Determine expenses associated with production and marketing. †¢ Determine anticipated cash flows. †¢ Will strategy cash flow? When? †¢ What are the critical assumptions of the financial analysis and what are the impacts of changes in those assumptions? 6. Implementation and Control †¢ Focus attention of everyone on delivering what the customer wants – Management of people – Monitoring and control Good luck!

Intellectual Property Law - Free Essay Example

Sample details Pages: 4 Words: 1122 Downloads: 10 Date added: 2017/06/26 Category Law Essay Type Analytical essay Tags: Intellectual Property Essay Did you like this example? Clients issue 1) Mr. Litt is currently having an issue with the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm, based on intellectual property. The Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm is trying to reap off foxtons signage. Don’t waste time! Our writers will create an original "Intellectual Property Law" essay for you Create order A signage refers to the symbols, signs, or designs used in advertisement. From the images provided in the document, it is evident that Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s is trying to reap off foxtonsà ¢Ã¢â€š ¬Ã¢â€ž ¢ signage. Mr. Litt feels that the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm is being biased, by trying to reap off their signage. To solve this issue, Mr. Litt chooses to apply intellectual laws with the hope of ceasing Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s biasness. Mr. Litt is not familiar with intellectual law. Therefore, to advise Mr. .Litt, the paper will focus on intellectual law, after which the paper will advice Mr. Litt on the relevant action to take. Overview on which law in place (Intellectual property) 2) Intellectual property (IP) may be defined as the creations and ideas of an individual. These ideas may include designs, images, or even symbols used in commerce. There have been various statutes in the UK that relate to IP. These statutes tend to emphasize the IP rights. These rig hts include, the patent, copy right, design, trademarks, among others. These statutes stipulate legal measures that tend to control intellectual issues, such as Mr.Littà ¢Ã¢â€š ¬Ã¢â€ž ¢s issue with the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm. These statutes will be discussed in the next chapter. To elaborate more on these statutes, the discussion will also include previous cases, which relate to the statutes [1] Substandard of law (Passing off) 3)PassingÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ offisacommonlawactionratherthanastatutorycauseofactionandisusedtopreventonepartyfromusingthegoodwillassociatedwithanotherpartyfortheirownbenefit.PassingÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ offdoesnotprovidetheownerofthegoodwillwithamonopolyinthemark,ratheritprotectsthetradersbusinessagainstwhatcanessentiallybedescribedasunfaircompetition Thelawofpassingoffiswideandalsocoversgoodwillassociatedinslogans,visualimages,domainnamesandotherdescriptivematerial.TherearethreebasicrequirementstoestablishpassingÃÆ'à ‚ ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ off.The claimantmustestablish:ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚  1. that goodwill exists in his or her goods orservices, in the area where infringement hastakenplace; 2. misrepresentationbytheinfringertothepublicsuch that the public believe or are likely tobelievethatthegoodsorservicesofferedbytheinfringerarethoseoftheclaimant; 3. thathe/shehassuffereddamage,orthereisalikelihood of damage occurring, due to theinfringerà ¢Ã¢â€š ¬Ã¢â€ž ¢smisrepresentation. Damages available for passing off 4 ) In the case of passing off the following remedies are available: Damages or an account of the defendants profits An order for the delivery up or the destruction of the infringing articles or products An injunction An enquiry to establish loss Cases and statutes in support for client 5 ) A famous case that involved copy right infringement in the UK was the case involving George Harrison v the B right Tune[2]. George Harrison was accused of plagiarizing a song. George was found guilty and as a result, George paid a total sum of 587.000.00. The case was later dismissed in 1981 . 6) The case that involved Google and apple is a famous case that revolved around the patent rights. The two companies had an issue over phone patent rights. Apple felt that Google was trying to reap off their new eject technology, To this effect. Apple took a legal action on grounds off patent theft. 7) A good example of a case that was based on trademarks infringement was that involving. Gucci and Guess. Gucci a famous designer label accused Guess of reaping off its trademark. Gucci won the case against Guess and as a result Guess paid 54.7 mi Ilion to compensate Gucci for the damages resulting from the trademarks infringement The rele vant actions that Mr. Litt should take in relevance to the IP laws 8 ) Mr. Litt and other senior persons at Foxtons could opt to take certain actions that will help them to solve the problem with the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm. These actions will be identified and elaborated in next chapter. Registering the foxton signage as stipulated in the trademarkà ¢Ã¢â€š ¬Ã¢â€ž ¢s act (1995) 9 ) To start off, Mr. Litt could think of applying the trademarkà ¢Ã¢â€š ¬Ã¢â€ž ¢s act (1995). The act stipulates that all trademarks ought to be registered under the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s name. Mr. Litt should consider registering the firmà ¢Ã¢â€š ¬Ã¢â€ž ¢s trademark. By registering the trade mark, the foxtonà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm shall have legal rights to the trade mark. This will prevent the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm from using the same trade mark. This move will offer a permanent solution to the issue between the two firms [3] Arbitrary action 10 ) Mr. Litt cou ld also consider holding an arbitrary meeting with the superiors at the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm, in the presence of an arbitrator (preferably a legal expert in IP law). During the meeting, Mr. Litt could bring up the issue and try to solve the issue amicably. Mr. Litt should confront the current situation and request the superiors at Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s to cease using foxtonà ¢Ã¢â€š ¬Ã¢â€ž ¢s signage. If the superiors at Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s refuse to comply with Mr. Littà ¢Ã¢â€š ¬Ã¢â€ž ¢s demands, Mr. Litt should consider taking necessary legal action against the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm [4] Legal action (litigation) in IP courts on grounds of patent and copyright theft 11) Mr. Litt could also choose to sue the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm on the grounds of patent, copyright and trade markà ¢Ã¢â€š ¬Ã¢â€ž ¢s acts that were discussed previously. These acts tend to protect the property of an individual, ensuring that the property is not subject to copy right and patent theft. The Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm has reaped off foxtonà ¢Ã¢â€š ¬Ã¢â€ž ¢s signage. By doing this, the firm has done contrary to what is stipulated in the three acts. Therefore, Mr. Litt should sue the Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm on grounds of copy right and patent theft [5] Conclusion 12) Intellectual property is a wide department that is broken down to three laws, the copy right laws, trademarks law and the patent law. From the discussion, it is evident that the three laws govern the field of Intellectual property. Over the years cases involving copy right, patent and trade markà ¢Ã¢â€š ¬Ã¢â€ž ¢s infringement have been quite common. To curb the reoccurrence of these cases, governments should put more emphasis on Intellectual property laws. Mr. Litt should consider implementing actions proposed in the discussion above. With the immediate implementation of the actions proposed, Mr. Litt will find it easier to curb further damage. Of the f ive actions, Litigation is more recommendable. Litigation is considered more recommendable in the sense that it is efficient and effective. With the enactment of the proposed actions (meditation, litigation, arbitration, registration, and benevolent notice) Mr. Litt is guaranteed of a permanent solution to the issue with Hartleyà ¢Ã¢â€š ¬Ã¢â€ž ¢s firm. References 1)Chaudhry, P. E., Walsh, M. G. (1995). Intellectual property rights: Changing levels of protection under GATT NAFTA and the EU. The Columbia Journal of World Business, 30(2), 80-92. 2)Cornish, W. R., Llewelyn, D., Aplin, T. F. (2003). Intellectual property: patents, copyright, trademarks and allied rights (pp. 332-34). London: Sweet Maxwell. 3)Drahos, P. (1996). A philosophy of intellectual property (Vol. 223). Aldershot: Dartmouth. 4)Helpman, E. (1992). Innovation, imitation, and intellectual property rights (No. w4081). National Bureau of Economic Research. 5) Xu, G. G. (2004). Information for corpo rate IP management. World Patent Information, 26(2), 149-156. 6)edwards ,C,C. (2010) ,who owns your thoughts ? (intelectual property), Engineering and technology , 66-69 [1] (Cornish, 2003, p. 78). [2] George Harrison v the B right Tune [3] (Xu, 2004, p. 89). [4] (Helpman, 1992, p.67). [5] (Xu, 2004, p. 89).