Intellectual property rights (IPR) cover the legal ownership of new ideas or brand names. They can be sold or licenced - and can also be used to stop people exploiting assets without permission.
The term covers:
* patents;
* registered designs and the design right;
* registered trademarks; and
* copyright.
Patents:
Patents are often associated with gadgets and gimmicks, but virtually all machines, products and processes (and their individual parts) are patentable. To be patentable they must be new, inventive and capable of industrial application.
If you invent something, you don’t have to patent your invention. You may choose to exploit your invention alone. However, without a patent your invention may be invented and exploited independently by someone else and you will have no legal protection. The Patent Office is responsible for granted patents, registered designs and registered trade marks. Ex: The UK Patent Office grants rights that are effective in the UK only.
Designs
The outward shape and configuration of products can be protected in two ways: either by registered design (which requires an application to the Patent Office) or by the (unregistered) design right, which gives automatic, but weaker, protection.
For example, A new mechanism in a camera will be patentable but the look of the casing that encloses the mechanism will be protectable by a registered design or the design right.
Trademarks
Trade marks are signs which distinguish the goods and services of one trader from those of others. They provide protection for the goodwill and reputation of a firm in its products and services.
Trade marks do not have to be registered. For example, if sufficient reputation and goodwill has been built against a particular mark, a degree of protection is afforded at common law against others who may wish to pass off their goods and services as those of the person entitled to the reputation of the mark.
Copyright
Copyright offers rights to the creators of literary, dramatic, musical and artistic works, published editions of works, sound recordings, films and videos, broadcasts and cable programmes, and computer programmes. Some databases may also be protected by copyright.
Copyright protects these creators from other people copying, adapting, publishing, performing or broadcasting protected material without permission.
Copyright is automatic. This means you don’t need to register but you do bear responsibility for proving the right is yours. Unlike other intellectual property rights, material does not have to have novelty value to be protected by copyright. It simply has to be the result of independent intellectual effort.
International protection
If you do not obtain protection abroad, others are free to exploit your product or services in those territories without protection. Most countries have intellectual property laws but particular provisions may vary.
Saturday, December 29, 2007
Talking to others!!!
Talking to the right people can inspire all kinds of new ideas and help you to test the ideas you already have.
Talk to your customers. What improvements would they suggest? Does your product have a group of 'expert users' who are already adapting it and using it in ways you had not thought of?
Look at your competitors. How do their products and services differ from yours? Seek the opinions of your suppliers. Sometimes they will have thought of something you have not. You can meet both these groups at trade and industry fairs, where you can also encounter those outside your local business environment - sometimes 'new ideas' are already being used by your international competitors.
You can get new ideas and test existing ones by doing research on the web and in print media. Who are the experts in your field? Look up the authors in the material you research. Contact universities with departments covering technology applicable to your business.
Do not forget to test your most innovative ideas by doing patent searches to ensure they are original. During such searches you may even find technology you can license and use to meet your customers' needs.
Talk to your customers. What improvements would they suggest? Does your product have a group of 'expert users' who are already adapting it and using it in ways you had not thought of?
Look at your competitors. How do their products and services differ from yours? Seek the opinions of your suppliers. Sometimes they will have thought of something you have not. You can meet both these groups at trade and industry fairs, where you can also encounter those outside your local business environment - sometimes 'new ideas' are already being used by your international competitors.
You can get new ideas and test existing ones by doing research on the web and in print media. Who are the experts in your field? Look up the authors in the material you research. Contact universities with departments covering technology applicable to your business.
Do not forget to test your most innovative ideas by doing patent searches to ensure they are original. During such searches you may even find technology you can license and use to meet your customers' needs.
Ideas and Innovations
All companies and organisations need to be innovative if they are to continue to meet the demands of their customers and the changing marketplace. Innovative companies also have the ability to break into new markets and improve their profitability.
New products, new processes and new ways of working are the results of successful innovation. They require a steady flow of good ideas, knowledge and resources.
*Innovation starts with ideas. Thinking creatively can get the ideas flowing.
--*A frequent problem for many businesses is finding the time to be creative.
How do you continue to come up with the ideas that can be developed into successful products, services or processes?
How do you generate the best ideas that can keep you ahead of the competition?
Internal ideas:
Often the best place to find or generate ideas is within your own company.Take time out to think and encourage others to do the same. Record your ideas and act on the best ones. Simple techniques such as brainstorming and Mind Mapping can get the ideas flowing, help you to organise them and save you time.
--Mind Mapping:
Mind Maps are an excellent technique for organising ideas or issues around a particular problem or theme. You begin by writing the main issue in the centre of your page and then writing associated words on lines coming from the centre. You then continue the process linking more associated words and phrases from each new word. The theory is that this kind of arrangement of ideas matches the way our brains work.
This feature of mirroring the way the brain works does not just help with creativity. It can aid memory too.
Brainstorming:
Brainstorming is probably one of the most familiar techniques. It is usually done by a group and involves the recording of all ideas around a particular problem. The recording of all ideas without judgement is one of the most important aspects of brainstorming. You should not make any decisions about the ideas or how to take them forward until a later session.
Allowing yourself to record your most outlandish ideas during brainstorming can be useful. They may not provide you with your final solution but they can be the spark that leads to a truly innovative and practical route.
SWOT:
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. It is a simple tool for analysing your current situation and deciding how best to go forward. You should make four lists under the headings Strengths, Weaknesses, Opportunities and Threats. The entries you make in these lists can form the basis of how you plan over the short and long term. Look for connections between the lists too. Can threats become opportunities? Can you turn weaknesses into strengths?
While making the lists you should try to write down how others might perceive you as well as how you perceive yourself.
Six universal questions
There are only really six kinds of question we can ask:
* What?
* Where?
* When?
* How?
* Why?
* Who?
When faced with a particular problem or opportunity it is always worthwhile asking a question of each kind. You can also keep asking the same kind of question to focus in on a particular issue. One suggested technique is to start a Mind Map with these questions as the first six points coming out of your central issue.
External ideas:
You should also look at sources of inspiration outside of your company. Talk to others to find inspiration or to get help testing your ideas.
Be aware of changes in your business area. If you act quickly enough you can turn threats into opportunities.
Strategic Planning for the Future:
Making the most of your ideas and opportunities means putting them into context for your business and looking at the big picture.
New products, new processes and new ways of working are the results of successful innovation. They require a steady flow of good ideas, knowledge and resources.
*Innovation starts with ideas. Thinking creatively can get the ideas flowing.
--*A frequent problem for many businesses is finding the time to be creative.
How do you continue to come up with the ideas that can be developed into successful products, services or processes?
How do you generate the best ideas that can keep you ahead of the competition?
Internal ideas:
Often the best place to find or generate ideas is within your own company.Take time out to think and encourage others to do the same. Record your ideas and act on the best ones. Simple techniques such as brainstorming and Mind Mapping can get the ideas flowing, help you to organise them and save you time.
--Mind Mapping:
Mind Maps are an excellent technique for organising ideas or issues around a particular problem or theme. You begin by writing the main issue in the centre of your page and then writing associated words on lines coming from the centre. You then continue the process linking more associated words and phrases from each new word. The theory is that this kind of arrangement of ideas matches the way our brains work.
This feature of mirroring the way the brain works does not just help with creativity. It can aid memory too.
Brainstorming:
Brainstorming is probably one of the most familiar techniques. It is usually done by a group and involves the recording of all ideas around a particular problem. The recording of all ideas without judgement is one of the most important aspects of brainstorming. You should not make any decisions about the ideas or how to take them forward until a later session.
Allowing yourself to record your most outlandish ideas during brainstorming can be useful. They may not provide you with your final solution but they can be the spark that leads to a truly innovative and practical route.
SWOT:
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. It is a simple tool for analysing your current situation and deciding how best to go forward. You should make four lists under the headings Strengths, Weaknesses, Opportunities and Threats. The entries you make in these lists can form the basis of how you plan over the short and long term. Look for connections between the lists too. Can threats become opportunities? Can you turn weaknesses into strengths?
While making the lists you should try to write down how others might perceive you as well as how you perceive yourself.
Six universal questions
There are only really six kinds of question we can ask:
* What?
* Where?
* When?
* How?
* Why?
* Who?
When faced with a particular problem or opportunity it is always worthwhile asking a question of each kind. You can also keep asking the same kind of question to focus in on a particular issue. One suggested technique is to start a Mind Map with these questions as the first six points coming out of your central issue.
External ideas:
You should also look at sources of inspiration outside of your company. Talk to others to find inspiration or to get help testing your ideas.
Be aware of changes in your business area. If you act quickly enough you can turn threats into opportunities.
Strategic Planning for the Future:
Making the most of your ideas and opportunities means putting them into context for your business and looking at the big picture.
Friday, December 28, 2007
Enterprise Architecture
-Introduction:
The Zachman Framework is a framework for enterprise architecture which provides a formal and highly structured way of defining an enterprise. It uses a two dimensional classification model based around the 6 basic communication interrogatives (What, How, Where, Who, When, and Why) intersecting 6 distinct model types which relate to stakeholder groups (Visionary, Owner, Designer, Builder, Implementer and Worker) to give an holistic view of the enterprise which is being modeled.
--System Architecture:The design or set of relations between the parts of a system. There is no strict definition of which aspects constitutes a system architecture, and various organizations define it in different ways, including:
1)The fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.
2)The composite of the design architectures for products and their life cycle processes.
3)A representation of a system in which there is a mapping of functionality onto hardware and software components, a mapping of the software architecture onto the hardware architecture, and human interaction with these components.
4)An allocated arrangement of physical elements which provides the design solution for a consumer product or life-cycle process intended to satisfy the requirements of the functional architecture and the requirements baseline.
5)An architecture is the most important, pervasive, top-level, strategic inventions, decisions, and their associated rationales about the overall structure (i.e., essential elements and their relationships) and associated characteristics and behavior.
6)A description of the design and contents of a computer system. If documented, it may include information such as a detailed inventory of current hardware, software and networking capabilities; a description of long-range plans and priorities for future purchases, and a plan for upgrading and/or replacing dated equipment and software.
7)A formal description of a system, or a detailed plan of the system at component level to guide its implementation.
8)The structure of components, their interrelationships, and the principles and guidelines governing their design and evolution over time.
The strong points are the complete coverage gained by touching each of the cells on the schema. The weak point is that this approach generates a lot of documentation, due to its completeness, which can be difficult to digest and sometimes of questionable utility.
The Zachman Framework is a framework for enterprise architecture which provides a formal and highly structured way of defining an enterprise. It uses a two dimensional classification model based around the 6 basic communication interrogatives (What, How, Where, Who, When, and Why) intersecting 6 distinct model types which relate to stakeholder groups (Visionary, Owner, Designer, Builder, Implementer and Worker) to give an holistic view of the enterprise which is being modeled.
--System Architecture:The design or set of relations between the parts of a system. There is no strict definition of which aspects constitutes a system architecture, and various organizations define it in different ways, including:
1)The fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.
2)The composite of the design architectures for products and their life cycle processes.
3)A representation of a system in which there is a mapping of functionality onto hardware and software components, a mapping of the software architecture onto the hardware architecture, and human interaction with these components.
4)An allocated arrangement of physical elements which provides the design solution for a consumer product or life-cycle process intended to satisfy the requirements of the functional architecture and the requirements baseline.
5)An architecture is the most important, pervasive, top-level, strategic inventions, decisions, and their associated rationales about the overall structure (i.e., essential elements and their relationships) and associated characteristics and behavior.
6)A description of the design and contents of a computer system. If documented, it may include information such as a detailed inventory of current hardware, software and networking capabilities; a description of long-range plans and priorities for future purchases, and a plan for upgrading and/or replacing dated equipment and software.
7)A formal description of a system, or a detailed plan of the system at component level to guide its implementation.
8)The structure of components, their interrelationships, and the principles and guidelines governing their design and evolution over time.
The strong points are the complete coverage gained by touching each of the cells on the schema. The weak point is that this approach generates a lot of documentation, due to its completeness, which can be difficult to digest and sometimes of questionable utility.
Whats is Enterprise?
This whole effort from scratch is the foundation stone for my building own ideas and concepts to understand the complete in and out of the 'Enterprise' building process.
This articles and the references are the outcome of various queries, knowledge building process and the questions mostly bugged during my sleep.
I need to figure out exactly where I'm going and what exactly I will be doing in the coming time. Its an initiative to build the basic building blocks for understanding the efforts, procedures, planning methodologies and various factors involving the Case studies and the business patterns.
What exactly you want to build? What you are thinking of?
An Enterprise???
Is that a Ship?
A purposeful or industrious undertaking.
An organization created for business ventures.
A business, an ownership.
A Passion , profession , a hobby to meet or to create the market requirements.
Why you want to get into business?
As simple as you understand.
Do you have an idea?
No.
How will you develop the idea???
Market Research ... creating requirements or finding out the ways to meet the existing requirements.
This articles and the references are the outcome of various queries, knowledge building process and the questions mostly bugged during my sleep.
I need to figure out exactly where I'm going and what exactly I will be doing in the coming time. Its an initiative to build the basic building blocks for understanding the efforts, procedures, planning methodologies and various factors involving the Case studies and the business patterns.
What exactly you want to build? What you are thinking of?
An Enterprise???
Is that a Ship?
A purposeful or industrious undertaking.
An organization created for business ventures.
A business, an ownership.
A Passion , profession , a hobby to meet or to create the market requirements.
Why you want to get into business?
As simple as you understand.
Do you have an idea?
No.
How will you develop the idea???
Market Research ... creating requirements or finding out the ways to meet the existing requirements.
Monday, December 3, 2007
Rocket3Classic
ROCKET III CLASSIC
Whether solo or two-up the Rocket III Classic is a motorcycle that is perfect for those who want thrills laced with a bit of chill. The Rocket III Classic is the perfect bike for those lazy, long haul trips. Bars are high and pulled back and the bike includes forward set footboards to stretch out on. The pillion is by no means forgotten getting an exceptionally comfortable, stitched touring seat.
Wednesday, September 19, 2007
One Best Way !!!
Best Practice is a management idea which asserts that there is a technique, method, process, activity, incentive or reward that is more effective at delivering a particular outcome than any other technique, method, process, etc. The idea is that with proper processes, checks, and testing, a desired outcome can be delivered with fewer problems and unforeseen complications. Best practices can also be defined as the most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people.
Best Practice is used to describe the process of developing and following a standard way of doing things that multiple organizations can use for management, policy, and especially software systems.
Before implementing the practices to its best...
Best Practice is used to describe the process of developing and following a standard way of doing things that multiple organizations can use for management, policy, and especially software systems.
Before implementing the practices to its best...
- Identify core area or domain of implementation.
- Gauge the available options depending on their competence.
- Evaluate the cost of conflicting options,Should not affect the main objective.
Tuesday, September 18, 2007
Taxation System in India
" When there's a single thief, it's robbery. When there are a thousand thieves, it's taxation..."
Like it or not, you have to pay your taxes. The trouble is that understanding taxation requires more than a genius mind. Even Albert Einstein admitted, "The hardest thing in the world to understand is the income tax." So, if you are wading through reams of paperwork, trying to make sense of all the mumbo jumbo, it's time to take a break.
My friend has explained me with satire about this complex theory...
1) Qus. : What are you doing?
Ans.: Business.
Tax: PAY PROFESSIONAL TAX!
2) Qus. : What are you doing in Business?
Ans.: Selling the Goods.
Tax: PAY SALES TAX!!
3) Qus. : From where are you getting Goods?
Ans.: From other State/Abroad
Tax: PAY CENTRAL SALES TAX, CUSTOM DUTY & OCTROI!
4) Qus. : What are you getting in Selling Goods?
Ans.: Profit.
Tax: PAY INCOME TAX!
5) Qus. : Where you Manufacturing the Goods?
Ans.: Factory.
Tax: PAY EXCISE DUTY!
6) Qus. : Do you have Office / Warehouse/ Factory?
Ans.: Yes
Tax: PAY MUNICIPAL & FIRE TAX!
7) Qus. : Do you have Staff?
Ans.: Yes
Tax: PAY STAFF PROFESSIONAL TAX!
8) Qus. : Doing business in Millions?
Ans.: Yes
Tax: PAY TURNOVER TAX!
9) Qus. : Are you taking out over 25,000 Cash from Bank?
Ans.: Yes, for Salary.
Tax: PAY CASH HANDLING TAX!
10) Qus. : Where are you taking your client for Lunch & Dinner?
Ans.: Hotel
Tax: PAY FOOD & ENTERTAINMENT TAX!
11) Qus. : Are you going Out of Station for Business?
Ans.: Yes
Tax: PAY FRINGE BENEFIT TAX!
12) Qus. : Have you taken or given any Service/s?
Ans.: Yes
Tax : PAY SERVICE TAX!
13) Qus. : How come you got such a Big Amount?
Ans.: Gift on birthday.
Tax: PAY GIFT TAX!
14) Qus. : Do you have any Wealth?
Ans.: Yes
Tax: PAY WEALTH TAX!
15) Qus. : To reduce Tension, for entertainment, where are you going?
Ans.: Cinema or Resort.
Tax: PAY ENTERTAINMENT TAX!
16) Qus. : Have you purchased House?
Ans.: Yes
Tax : PAY STAMP DUTY & REGISTRATION FEE !
17) Qus. : How you Travel?
Ans.: Bus
Tax: PAY SURCHARGE!
8) Qus. : Any Additional Tax?
Ans.: Yes
Tax: PAY EDUCATIONAL, ADDITIONAL EDUCATIONAL & SURCHARGE ON ALL THE CENTRAL GOVT.'s TAX !!!
19) Qus. : Delayed any time Paying Any Tax?
Ans.: Yes
Tax: PAY INTEREST & PENALTY!
Know More... >
Thursday, September 13, 2007
Future Technologies
Human Imagination Without End !!!
From finite to in-finite we can possibly think beyond todays space. Human mind conquered the intricacies of his imagination with consistent research and the thirst to dig more.In all existing sectors of the human industrial civilization man has evolved all the means to overcome the obscurities of day-to-day life. He has uncovered the mysteries of science to reveal the best possible use of technology and the means to combat its misuse.
Future Technologies?
Technologies going to evolve in the coming time or period.
From finite to in-finite we can possibly think beyond todays space. Human mind conquered the intricacies of his imagination with consistent research and the thirst to dig more.In all existing sectors of the human industrial civilization man has evolved all the means to overcome the obscurities of day-to-day life. He has uncovered the mysteries of science to reveal the best possible use of technology and the means to combat its misuse.
Future Technologies?
Technologies going to evolve in the coming time or period.
Wednesday, September 12, 2007
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