Features

A new model for trademark operations

By Ralph Schroeder

Trademark departments are needing to transform themselves driven by complexity, global risk, cost pressures and human capital requirements. A new model allows for significant cost savings, while being flexible enough to meet each client’s needs

In 2010 the vice president of trademarks for a global consumer packaged goods company was presented with a difficult challenge by her general counsel: reduce total operating costs for global trademark and brand protection by 30%. This was against the backdrop of the company’s strategic growth plan, particularly in emerging markets, and the expectation that the volume of trademark work would likely rise significantly. As the team began to assess and develop its plan, it became evident that in order to meet this budget imperative, the trademark department would have to reimagine its entire operating approach.

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Issue 71