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Designate People You Trust in Your Will

Posted: October 23rd, 2012

By: Martin Glass, Esq. email

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One very important aspect of a Last Will and Testament is the designation of specific people to take care of your minor children and future financial affairs. Designating people you trust to care for your estate and your loved ones is essential for giving you some peace of mind. By using your Will to select trustees and guardians, you can maintain some control of the future of your children. If you do not designate someone to physically care for your children and to manage their finances, the court will appoint someone to do it. The court-appointed trustee or guardian may not be someone you would have chosen.

A Guardian for Minor Children
Your Will should designate someone to care for your minor children. You should give careful consideration to choosing someone your children can love and respect and someone you would trust to care for your most valuable asset. Once this person (or people) is appointed by the Court, they have the power and authority to make all decisions concerning your children’s health and well-being until the child turns 18, so choose carefully. It’s also good to have a back up person named in your Will in case that person cannot, or chooses not to become the guardian of your children. It is a hefty responsibility and not everybody is up to it.

Executors
Your Will should also designate someone to serve as your executor. As silly as it sounds, your executor executes the provisions in your Will. He or she notifies beneficiaries, probates the Will, gathers assets, pays the expenses and taxes of the estate and eventually distributes the estate to the beneficiaries. The duties of the executor usually last a few months but can last to up to two or three years for very large, complex estates with multiple beneficiaries.

Trustees
That same person you designate as your executor can also be designated to serve as trustee of any trust you establish through your Will. Or, if you prefer, you can name someone other than the executor. The trustee is the individual who manages a trust for the benefit of the beneficiaries and should be someone you would trust to make responsible financial decisions. Trusts are often set up within a Will for minor children, grandchildren or beneficiaries with disabilities. Depending upon the age of the beneficiary, the person you choose as a trustee may be in that position for many years.

Both the executor and trustee are allowed to take statutory commissions. This means that the amount of the commission is a percent fixed by state law. The executor gets a one-time fee whereas the trustee can get paid for every year he or she is in charge of the trust assets. Your Will can negate that and declare that neither the executor nor trustee is to receive any commission. This is something to consider when choosing these fiduciaries. Are they taking the position because of love and affection of you and your beneficiaries or are they taking the position because of the commission? Declaring in the Will that these people are to receive no commission ends that debate.

The bottom line is that you should choose these people carefully. It is not always the oldest or the person closest in proximity to you that should handle these positions. It should be the person most qualified. An experienced estate planning attorney can assist you in making these types of decisions by adding a more objective viewpoint.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Trademark Expo and Education Event Returning to the USPTO

Posted: September 20th, 2012

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The U.S. Department of Commerce’s United States Patent and Trademark Office (USPTO) will once again host its annual National Trademark Expo on Friday, October 19th, from 10:00 am to 5:00 pm and Saturday, October 20, 2012, from 10:00 am to 4:00 pm. at the USPTO’s headquarters in Alexandria, VA.
This event advances the agency’s mission in educating the public about trademarks and the value of intellectual property in the global marketplace. The event will highlight the importance of trademarks through educational seminars, exhibits, displays of authentic and counterfeit goods, and costumed characters featuring registered trademarks. There will also be numerous exhibitors from the U.S. government, non-profits, and corporations — each showcasing their federally-registered trademarks and providing valuable information about trademarks. Some exhibitors include NASCAR, Mattel, GEICO and NASA. A full list of Exhibitors can be found below.

The event is free and open to the public. No registration is required. Additional information about the Trademark Expo can be found on the USPTO website at www.uspto.gov/TMexpo.

The schedule of the educational seminars is as follows:

Friday, October 19, 2012
11 a.m. What Every Small Business Must Know About Intellectual Property
12 p.m. Trademarks 101
1 p.m. USPTO Website: An Overview of Online Tools and Resources
2 p.m. Trademark Application Filing and Registration Process
3 p.m. Common Mistakes to Avoid When Filing for Trademark Registration
4 p.m. Respecting the Indian Brand: Native American Art and Imitation

Saturday, October 20, 2012
10 a.m. What Every Small Business Must Know About Intellectual Property
11 a.m. Trademarks 101
12 p.m. USPTO Website: An Overview of Online Tools and Resources
1 p.m. Trademark Application Filing and Registration Process
2 p.m. Common Mistakes to Avoid When Filing for Trademark Registration
3 p.m. Counterfeiting and Piracy – Why Buy “Legit”?

The list of exhibitors includes:

5-hour ENERGY
1000 Cranes, LLC
ABA Section of Intellectual Property Law
AIPLA, Creativity in Bloom
American Girl
The American National Red Cross
Caterpillar Inc.
CMG
Cricket Wireless
Department of the Army
GEICO
Girl Scout Council of the Nation’s Capital
The Hershey Company
HiT Entertainment
Hooray for Books!
Idaho Potato Commission
Indian Arts and Crafts Board
International Trademark Association (Unreal Campaign)
Mattel
NASA Goddard Space Flight Center
NASCAR, Inc.
NBC Learn
NumbersAlive!
The Pepsom Group
Rita’s Ice, Custard, Happiness
Rutgers, The State University of New Jersey
Travelers
Under Armour
United States Air Force
UPS
U.S. Department of Energy
U.S. Government IPR Agencies: Department of Commerce, National IPR Coordination Center, and Customs and Border Protection
Valvoline
Wormwatcher
Zipcar

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Passing on Your Religious Beliefs

Posted: September 20th, 2012

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For many people, estate planning isn’t just about financial assets and other practical concerns. It’s also about honoring your religious beliefs and passing those values on to family members.

Being a person of a mixed marriage, I can tell you first-hand that this can be very tricky ground.

Religious beliefs can affect a wide range of decisions, from end-of-life health care and organ donations, to funeral, burial or cremation arrangements, to the distribution of assets among heirs and charitable bequests.

Any of those issues can be a source of passionate disagreement within a family, especially one with varying degrees of religious devotion. So, as hard as it is, addressing them ahead of time, with legal documentation, can help quiet disputes down the road.

Of course, it isn’t always that simple. I must caution you that being too restrictive in an estate plan in an effort to pass on religious values — say, disinheriting children who marry outside the faith — can create divisions within a family. It can even spark extended, costly legal battles, all while failing to have any impact on the heirs’ beliefs. Hopefully there are better ways to leave a spiritual legacy.

The legal and emotional complexities of faith-based estate planning may be most evident in the wish of some parents for their heirs to marry within their faith. Many courts have upheld Wills that give to beneficiaries that marry only within their faith. Other courts have upheld such marriage provisions, as long as they aren’t found to encourage divorce, but they are still ripe for legal challenges by angry heirs.

The better way to leave your spiritual legacy is to make an effort to impart those values during your lifetime, instead of after death through an estate plan. That means talking openly with your family about your faith and educating children and grandchildren about deeply held moral values, usually with the help of schools or religious institutions. Probably one of the least effective ways to affect the behaviors of your descendants is to put a clause in your Will.

Another alternative to strict provisions in a Will that may penalize certain heirs is to leave money for children and grandchildren in a trust. You can then give the trustee discretion to make distributions based on broader criteria that you set out when creating the trust. That way you provide guidance on how you would like your money to be distributed, but you leave some leeway for the trustee to consider special circumstances that you may not have anticipated and to weigh the consequences of each decision on distributions.

This approach, of course, requires careful thought in designating a trustee. This really isn’t something out of the ordinary, as you should always give careful thought when choosing people for any fiduciary position. In all cases, choosing a trustee, executor or guardian — people who may play a big role in the lives of your heirs — who share your religious values, is one good way to help ensure that those values outlive you.

As with passing on your inheritance, if you have deeply held convictions about end-of-life care and burial decisions, spell them out as specifically as possible in estate documents to minimize potential controversy. And, on the opposite end, if you are firmly against religious observances when it comes to your end-of-life care or other estate plans, you should specifically state that as well to prevent feuding over your arrangements.

Trying to bring up your children and grandchildren with your values is always the way to go. But in many cases that’s not possible. In any case, you need to write down your wishes in all your planning documents and let people know your wishes so there are no surprises later.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Deadlines Loom for Potential MTA Payroll Tax Refunds

Posted: September 10th, 2012

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The deadline is quickly approaching for businesses that want to pursue refunds on money paid to the controversial MTA payroll tax. New York business owners have to act fast if they want to try and get back all the money they’ve paid toward the MTA payroll tax, though it may be months before an appeals court
decides whether the State Supreme Court decision that ruled that the payroll taxes imposed by the MTA on business and institutions throughout the metropolitan area are unconstitutional will be upheld. Businesses will have until November 2, 2012 to file an amended tax return for monies paid between March 2009 and December 2009.

The MTA’s Payroll Mobility Tax was first created in 2009 to help the transit authority close a record $2 billion deficit. Pursuant to this tax, employers and self-employed individuals in the Metropolitan Commuter Transportation District (“MCTD”), which is comprised of New York City (The Bronx, Brooklyn, Manhattan, Queens, and Staten Island) and Rockland, Nassau, Suffolk, Orange, Putnam, Dutchess, and Westchester counties, must pay the MTA a tax at the rate of 0.34 percent of payroll. Based on recently passed legislation, employers with quarterly payroll of less than $312,500 and self-employed individuals with net self-employment earnings of less than $50,000 are not subject to the MTA payroll tax, as are certain small businesses and private schools.

The very first lawsuit challenging the tax was initiated by Campolo, Middleton & McCormick on behalf of Bill Schoolman, president of Classic Coach bus company, based in Bohemia. Schoolman and the firm attorneys crusaded around Long Island raising money and drumming up support to challenge the
constitutionality of the tax on the grounds that it did not receive the required two-thirds vote from the legislature. The plaintiffs also claimed that it was grossly unfair to tax businesses and governments in the suburban counties for services they would never use.

The counties of Nassau and Suffolk picked up on the suit after meeting with the firm and adopting the firm’s legal brief almost word for word. On Wednesday, August 22, 2012 a New York State Supreme Court Justice ruled that the tax should be voided because it did not receive the two-thirds vote from the state legislature and was imposing a tax on one region that does not serve a substantial state interest.

Because there is a three-year statute of limitations to file an amended tax return in New York, employers have until November 2, 2012 to formally stake their claim and file amended returns on the money they paid from March 2009 to September 2009. Affected taxpayers should consult with their legal and tax advisors to determine how this decision impacts their specific situation and consider filing protective refund claims for MTA payroll taxes previously remitted.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Yellowstone Injunctions… Pitfalls and Perils

Posted: September 10th, 2012

By Patrick McCormick

Public policy in New York seeks to avoid forfeiture of leases.1 What is commonly referred to as a Yellowstone injunction is a procedural mechanism used by tenants in furtherance of that policy.2 As succinctly stated by the Court of Appeals:

A Yellowstone injunction maintains the status quo so that a commercial tenant, when confronted by a threat of termination of its lease, may protect its investment in the leasehold by obtaining a stay tolling the cure period so that upon an adverse determination on the merits the tenant may cure the default and avoid a forfeiture.3

To obtain a Yellowstone injunction, and thus toll the running of a lease cure period, the party requesting the relief needs to demonstrate:

(1) it holds a commercial lease, (2) it received from the landlord either a notice of default, a notice to cure, or a threat of termination of the lease, (3) it requested injunctive relief prior to the termination of the lease, and (4) it is prepared and maintains the ability to cure the alleged default by any means short of vacating the premises.4

As is evident from this well accepted standard, to obtain Yellowstone relief, the tenant need not meet the more stringent requirements for a preliminary injunction.5 However, despite this relaxed standard, obtaining Yellowstone relief is not always a simple matter and there are numerous cases denying relief, most of which focus on the timeliness of the application or the tenant’s ability to cure the alleged default.

Timeliness of Application
As set forth above, the Court of Appeals has confirmed that an application for a Yellowstone injunction must be made prior to the termination of the lease.6 What appears to be a simple standard is not, however, so simple.

Where a tenant fails to make a timely request to toll a cure period, “a court is divested of its power to grant a Yellowstone injunction.”7 The Appellate Division, Second Department, has interpreted the timeliness element as requiring the tenant to make an application for Yellowstone relief “not only before the termination of the subject lease — whether that termination occurs as a result of the expiration of the term of the lease, or is effectuated by virtue of the landlord’s proper and valid service of a notice of termination upon the tenant after the expiration of the cure period — but must also be made prior to the expiration of the cure period set forth in the lease and the landlord’s notice to cure.”8

In Goldcrest Realty Company v. 61 Bronx River Owners, Inc.,9 the plaintiff sponsor of the subject cooperative and holder of unsold shares allocated to 15 apartments, moved by order to show cause for both a Yellowstone injunction and a preliminary injunction. The motion was made after receipt of 15 separate default/cure notices, after the expiration of the cure period and after receipt of termination notices but before the date set in the termination notices for the termination of the respective leases. The Court held in these circumstances that neither a Yellowstone nor preliminary injunction was available.

In reaffirming prior holdings the Court explained that once the cure period expired, the Court was powerless to revive a lease. The Court once again explained that the request for a Yellowstone injunction must be made both before the termination of the lease and before the expiration of the cure period set forth in the lease and cure notice. In so doing, the Court restated its express rejection of any prior decision “fixing a different or longer period of time in which an application for Yellowstone relief must be made.”10 The Appellate Division held that the Court below improperly granted the Yellowstone injunction “since the plaintiff did not seek Yellowstone relief within the cure period . . .” In addition, the Appellate Division also held, in agreement with the First and Third Departments, that a motion for a preliminary injunction “must also be made prior to the expiration of the cure period.”

Disagreeing with the Second Department, the Appellate Division, First Department, takes a more forgiving view.11 In a case involving a commercial lease where the lease provided for a specific time period within which to cure any alleged default, but also provided for an unspecified longer cure period for those defaults that could not be cured within the specified time period, where the tenant took significant steps to cure the alleged default, but could not cure the default within the specified time period, the Court reversed an order denying an application for a Yellowstone injunction even though the application was made after the expiration of the initial cure period and after service of a notice of termination. Emphasizing that the specific lease in question simply required the tenant to commence diligent efforts to cure the defaults within the initial cure period, the Court explained that because the lease at issue provided for a scenario where the tenant might not be able to cure an alleged default within the specific cure period, the landlord should be bound to the specific terms of its lease agreement which provided for an additional unspecified cure period.12

Delay in making the application can also prove harmful even if made within the applicable cure period. In a recent case13 the plaintiff commercial tenant sought a Yellowstone injunction one day before the cure period was to expire. A temporary restraining order was issued by the Court ultimately denied the motion holding that the tenant failed to demonstrate it was ready and able to cure the defaults alleged (failure to pay rent and late fees and procure the required amount of liability insurance). As there was one day left in the cure period when the motion was decided, the lease terminated the next day.

After expiration of the lease, tenant moved to renew and reargue, conceding its initial motion failed to address its ability to cure the claimed insurance default. The Court below granted the motion to renew/reargue and granted the Yellowstone injunction. The case eventually went to trial and tenant was found to have breached the insurance provision but the trial judge determined that the Yellowstone injunction had been granted nunc pro tuncas of the date of the original Yellowstone application and that therefore tenant still had one day to cure the default.

The Appellate Division, First Department, held that the trial Court “improperly concluded that Tenant still had the right to cure its breach.”14 The Court reasoned that after the initial motion for a Yellowstone injunction was denied, because the motion to renew/reargue was brought after the cure period expired, the Court did not have the power to grant Yellowstonerelief. The Appellate Division also held that, while in certain extremely limited circumstances retroactive relief was possible, those circumstances did not exist in this case and that giving retroactive effect to the Yellowstone injunction upon the motion to renew/reargue was improper.

Finally, where a lease provides for a specific time period within which to cure alleged defaults, but the landlord’s default notice grants a longer period to cure the default, an application for Yellowstone relief will be deemed timely if made before the expiration of the longer period provided in the notice.15

Willingness to Cure
Unlike the dispute regarding timeliness of an application for Yellowstone relief, the First and Second Departments agree that a tenant need not actually prove it as the ability to cure an alleged default in order to obtain relief. A tenant need only “convince the Court of his desire and ability to cure the defects by any means short of vacating the premises.”16 The Second Department has stated that the willingness to cure requirement will be demonstrated where a tenant in its motion papers indicates that it is willing to repair any defective condition found by the Court and by providing proof of the substantial efforts it already made in addressing the majority of conditions listed in the notice to cure.17

Residential Leases
While the majority of Courts addressing Yellowstone injunctions involve commercial leases,Yellowstone injunctions are available in certain instances involving residential leases. RPAPL 753(4), which is applicable only in New York City, grants a residential tenant who has been found in default of his lease a ten day period to cure lease violations before being subject to eviction. Because this statutory protection is available only in New York City, courts have permitted Yellowstone Injunctions in matters involving residential leases outside New York City.18

1 See, Village Center for Care v. Sligo Realty and Service Corp., 95 A.D.3d 219, 943 N.Y.S.2d 11 (1st Dep’t 2012); Sharp v. Norwood, 223 A.D.2d 6, 643 N.Y.S.2d 39 (1st Dep’t 1996), aff’d 89 N.Y.2d 1068 (1997)

2 First Nat’l Stores v. Yellowstone Shopping Center, 21 N.Y.2d 630, 290 N.Y.S.2d 721 (1968)

3 Graubard Mollen Horowitz Pomeranz & Shapiro v. 600 Third Avenue Associates, 93 N.Y.2d 508, 514, 693 N.Y.S.2d 91, 94 (1999)

4 Graubard Mollen Horowitz Pomeranz & Shapiro v. 600 Third Avenue Associates, 93 N.Y.2d 508,514, 693 N.Y.S.2d 91, 94 (1999); Trump on the Ocean, LLC v. Ash, 81 A.D.3d 713, 916 N.Y.S.2d 177 (2d Dep’t 2011)

5 Village Center for Care v. Sligo Realty and Service Corp., 95 A.D.3d 219, 222, 943 N.Y.S.2d 11, 13 (1st Dep’t 2012); Trump on the Ocean, LLC v. Ash, 81 A.D.3d 713, 716, 916 N.Y.S.2d 177, 181 (2d Dep’t 2011)

6 Graubard Mollen Horowitz Pomeranz & Shapiro v. 600 Third Avenue Associates, 93 N.Y.2d 508, 514, 693 N.Y.S.2d 91, 94 (1999)

7 Korova Milk Bar of White Plains, Inc. v. PRE Properties, LLC, 70 A.D.3d 646,648, 894 N.Y.S.2d 499, 501 (2d Dep’t 2010)

8 Korova Milk Bar of White Plains, Inc. v. PRE Properties, LLC, 70 A.D.3d 646,647, 894 N.Y.S.2d 499, 501 (2d Dep’t 2010)

9 Goldcrest Realty Company v. 61 Bronx River Owners, Inc., 2011 WL 1206171 (2d Dep’t 2011)

10 See, Korova Milk Bar of White Plains, Inc. v. PRE Properties, LLC, 70 A.D.3d 646,648, 894 N.Y.S.2d 499, 501 (2d Dep’t 2010)

11 Village Center for Care v. Sligo Realty and Service Corp., 95 A.D.3d 219, 943 N.Y.S.2d 11 (1st Dep’t 2012)

12 Id. 95 A.D.3d at 224, 943 N.Y.S.2d at 14

13 166 Enterpises Corp. v. IG Second Generation Partner, L.P., 81 A.D.3d 154, 917 N.Y.S.2d 143 (1st Dep’t 2011)

14 Id., 81 A.D.3d at 158, 917 N.Y.S.2d at 146

15 Barsyl Supermarkets Inc. v. Avenue P. Associates, LLC, 86 A.D.3d 545, 928 N.Y.S.2d 45 (2d Dep’t 2001)

16 Jemaltown of 125th Street Inc.v. Leon Betesh /Park Seen Realty Associates, 115 A.D.2d 381, 496 N.Y.S.2d 16, 18 (1st Dep’t 1985)

17 Terosal Properties, Inc. v. Bellino, 257 A.D.2d 568, 683 N.Y.S.2d 581 (2d Dep’t 1999)

18 Hopp v. Raimondi, 51 A.D.3d 726, 858 N.Y.S.2d 300 (2d Dep’t 2008)

11 Business Negotiating Tips

Posted: September 9th, 2012

By: Joe Campolo, Esq. email

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There are many sources to turn to for resources, tips and advice on mastering the art of negotiations. Inc. Magazine and Inc.com are good places where entrepreneurs and business owners can find useful information, insights, and inspiration for running and growing their businesses.

Inc. Magazine has been publishing for more than 30 years. In 1996, they launched Inc.com as a place to access the current online issue of Inc. Magazine, as well as an archive of their back issues. Negotiations are a topic that comes up pretty regularly in the magazine and Web site. You can find tips on a variety of negotiation scenarios, including simple rules for customer negotiations, how to negotiate the buying and selling of your business, rules for venture capital negotiations, and key phrases NEVER to say.

Here are some key lessons learned from Inc. to help ensure that negotiations work to your advantage:

Tip #1: Neutralize the competition. A customer can only threaten to go to a competitor if the competitor represents a viable option. Before negotiating, convince the customer that your offering is the only one that can adequately meet his needs.
Tip #2: Develop realistic expectations. Temper your aspirations with “feasibility” based upon what your counterpart has in mind, and reassess your expectations as the negotiating progresses.
Tip #3: Know your pricing parameters. When it comes to price, know the deal you want and you can justify it as being realistic. Never offer a discount without some other concession to counterbalance it.
Tip #4: Give yourself room to maneuver. Leave yourself some bargaining room, but make sure that you have a plausible rationale for any positions that you take.
Tip #5: Don’t compete with the customer. Negotiations are attempts to reach an agreement, not a contest to see who can win. Make the relationship so important that it’s worth the extra effort, on both sides, to make reasonable concessions.
Tip #6: Know when it’s time to stop. If the negotiation is going well and you’ve got most of what you want, don’t keep negotiating. If you’re 90 percent there, you’re done.
Tip #7: Negotiate until the contract is signed. Don’t relax once there’s a meeting of the minds because until the contract is actually signed by both parties, it’s just so much moonshine.
Tip #8: Know the point past which you will not budge. Then you can make trade-offs and fight for the really important points.
Tip #9: The most important thing in negotiation is the ability to say “no.” In negotiation theory it’s called BATNA, or best alternative to a negotiated agreement.
Tip #10: Avoid the word “between.” It often feels reasonable-and therefore like progress-to throw out a range. But that word between tends to be tantamount to a concession, and you will find that by saying the word between you will automatically have conceded ground without extracting anything in return.
Tip #11: Never say “I think we’re close.” We’ve all experienced deal fatigue: The moment when you want so badly to complete a deal that you signal to the other side that you are ready to settle on the details and move forward. The problem with arriving at this crossroads, and announcing you’re there, is that you have just indicated that you value simply reaching an agreement over getting what you actually want.

For more information, click:
The Most Important Rule in VC Negotiations
15 Simple Rules for Customer Negotiations
5 Things You Should Never Say While Negotiating

What the New gTLDs mean for Trademark Owners

Posted: August 29th, 2012

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What is a gTLD? gTLDs are generic top-level domains similar to .com, .net or .org. The current system has 24 gTLDs. Soon, we will be seeing new gTLDs, such as .ART, .NEWS, .STORE, in the largest-ever expansion of the Internet’s naming system.

The Internet Corporation for Assigned Names and Numbers (ICANN), the nonprofit organization that manages this piece of the Internet’s infrastructure, has been preparing for this domain name expansion for nearly a decade. In June of 2011, it formally approved the expansion and started planning the application process for new gTLDs.

On June 13, 2012, ICANN held a “Reveal Day” event during which the new gTLD applications were unveiled — all 1,930 of them. The applications greatly exceed the 500 applications originally anticipated, demonstrating the impact of the new gTLD program on the Internet space in the coming months and years. The applicant list included several automakers like Fiat, Chrysler and Volkswagen — as well as a few banks including JPMorgan Chase and Barclays. Several tech companies, including Apple, Google, Netflix and AOL, also submitted applications to turn their brand name into a domain. Amazon submitted applications for 76 gTLDs, including .read, .store, .music, .fire, .cloud, .news and .pay. Google also played big, applying for 101 new domains.

It is important for organizations — even those that did not apply for their own new gTLDs — to remain aware of the program, its upcoming deadlines, and potential enforcement options. For brand owners and trademark holders, this means taking steps and developing a strategy to detect and deter possible infringement.

There are protective measures currently in place for trademark owners to oppose a new gTLD application. The challenger can file a public comment by September 26, 2012 (which was extended an additional 45 days from the original August 12, 2012), or file a formal objection by January 13, 2013. The objection filing period was built into the new gTLD program specifically to protect certain rights and interests. Anyone with standing may submit a formal objection on any one of four objection grounds:

  1. String Confusion (confusingly similar to existing gTLD or another sought after gTLD)
  2. Legal Rights (infringes existing legal rights of objector)
  3. Limited Public Interest (contrary to generally accepted legal norms of morality and public order)
  4. Community (significant portion of community to which gTLD string may be explicitly or implicitly targeted)

All objections received will move through the ICANN dispute resolution process, estimated to take approximately five months.

It goes without saying that with the unveiling of 1,930 new gTLD applications for various new domains, it is important for trademark owners to be aware of the program, the upcoming deadlines and how to protect against any potential infringement. Additional information can be found at the ICANN website at: http://newgtlds.icann.org

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Planning is Not Just For People

Posted: August 29th, 2012

By: Martin Glass, Esq. email

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Owning a pet — any pet — is a substantial investment of time and money.

Whether your pet is a rescue, adopted for nothing, or a purebred with a street value of many thousands, you can’t put a price tag on what it’s worth to you. So, you ought to take steps to provide for this family member after you are gone — just as you would for any other. There are a couple of ways to do this, which can be used alone or in combination with each other.

Set up a trust
If you remember, Leona Helmsley set up a $12 million trust to benefit her dog, Trouble. After Helmsley died in 2007, two of her grandchildren, whom she had disinherited, challenged the trust. They convinced the court to reduce the trust to $2 million and ended up with $3 million apiece. The other $4 million went to a charitable trust that Helmsley and her husband Harry had set up. Trouble has since died.

Such trusts (usually funded with much smaller amounts) have become increasingly popular, and can be done here in New York. Creating and administering pet trusts involves many of the same issues that arise with other types of trusts, including how to fund the trust, whether it should take effect while you are still alive (for example, if you are no longer able to care for your pet) and whom to choose as trustee. You will also want to identify the caregiver (include alternates in case the person you have in mind cannot or doesn’t want to do it). Ideally, it should be someone other than the trustee. You can even include care instructions, and indicate what should happen to the funds after your pet dies.

Choose a pet guardian
A simpler approach is to designate in your Will the person to care for your pet, and leave that individual enough money to carry out the responsibility. This raises two potential pitfalls: One, the amount could be subject to estate tax and Two, there is no legal mechanism for making sure things go as you planned. Nor is there any guarantee that the person will want your pet or be able to care for it when time comes.

In response to this problem, a growing number of for-profit and not-for-profit pet guardian programs have sprung up around the country. Some are shelters or re-homing organizations that are specific to certain types of animals — such as birds, farm animals or dogs. Usually the better ones are those run by university veterinary schools or connected with local humane societies.

Pet guardian programs are terrific for people who don’t have a specific person in mind or need to name an alternate on their pet trust if the caregivers they have listed are unable or unwilling to serve. Or, you can combine the two concepts, and put the animal care organization in charge of your pet’s care, while naming the trustee to oversee it and control the money.

Guardian programs are also great if you have a pet like a bird or a tortoise that has long life expectancy — longer than any human beings whom you trust. These programs might also be well suited to finding a home for exotic pets like pigs and llamas.

In choosing a facility, there are a number of issues to consider. Among those are the cost of the facility, what’s its reputation, what’s its track record for placement, and what happens to those animals that can’t be placed.

One final piece of advice: In addition to expressing your wishes in estate planning documents, communicate them to friends, family and financial advisors. Otherwise, by the time they locate the relevant documents, it may already be too late to save Fluffy or Rover.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Improving Business Negotiations

Posted: August 9th, 2012

By: Joe Campolo, Esq. email

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Most people simply don’t know how to negotiate. Our parents didn’t teach us and their parents didn’t teach them. And despite the fact that negotiations are a daily occurrence, we’re taught nothing about them. Many believe that since we’re not taught we just assumeit cannot be taught.And because we sometimes fear what we don’t understand; we are afraid to learn. But there is good news; we can all improve our negotiation skills. A quote commonly found in negotiation theory books and articles from G. Richard Shell in his book Bargaining for Advantage: Negotiation Strategies for Reasonable People, reads, ” . . negotiations commonly follow a four-step path: preparation, information exchange, explicit bargaining, and commitment . . Negotiation is, in short, a kind of universal dance with four stages or steps. And it works best when both parties are experienced dancers.”

Phase one of this “dance” is referred to as the Pre-bargaining Phase. This step involves:

Phase I: Pre-Bargaining Phase

Information: Learn as much as you can about the problem. What information do you need from the other side?
Leverage Evaluation: Evaluate your leverage and the other party’s leverage at the outset. This is important because there may be a number of things you can do to improve your leverage or diminish the leverage of the other side. What will you do to enhance your leverage?
Analysis: What are the issues?
Rapport: Establish rapport with your opponent(s). You need to determine early on if your opponents are going to be cooperative; if not, consider employing a mediator as soon as practical.
Goals and expectations: Goals are one thing; expectations are something else.
Type of negotiation: What type of negotiation do you expect? Will this be highly competitive, cooperative, or something unusual? Will you be negotiating face to face, by fax, through a mediator, or in some other manner?
Budget: Every negotiation has its costs. Lawyers will avoid conflicts with their clients by discussing budgets sooner rather than later. Many times there are a number of choices for enhancing leverage. For example, you may enhance your leverage by taking several depositions, by adding parties to a law suit, by serving subpoenas on witnesses, or by hiring experts. Unless your client has unlimited resources, you will have to make some hard choices, which should be designed to give you the “most bang for your buck.”
Plan: What’s your negotiation plan?

Phase II: Bargaining Phase

Logistics: When, where, and how will you negotiate? This can be especially important in multi-party cases.
Opening offers: What is the best offer you can justify? Should you make it, or wait to let another party go first?
Subsequent offers: How should you adjust your negotiating plan when responding to unanticipated moves by your opponent?
Tactics: What sort of tactics will you employ? What sort of tactics is your opponent using on you?
Concessions: What concessions will you make? How will you make them?
Resolution: What is the best way to resolve the problem? Is there an elegant solution? Be on constant lookout for compromise and creative solutions.

Phase III: Closure Phase

Logistics: How and when will you close? At mediation or later on? Who will prepare the final agreement?
Documentation: Prepare a closing checklist.
Emotional closure: It’s one thing to end a legal dispute; it’s another to address the underlying interests and needs of the parties. If you neglect the latter, the agreement will probably not sustain.
Implementation: It’s not over until it is over.

Excerpts and further detail can be found at:
Improving Negotiation Skills: Rules for Master Negotiators by Thomas Noble