Tag Archives: Licensing Agreements

Case Study on Cano Petroleum Inc

Kaseya has empowered IT operations to run more smoothly. Tasks that took hours or days before now just take moments. That results in fewer interruptions to the business; allowing thecompany to focus on business objectives rather that a “tech”taking up their workday installing patches and upgrades.
– Jon Morgan, Manager of Information Technology, Cano Petroleum.



As a publicly traded oil and gas company, Cano Petroleum, Inc. must comply with the Sarbanes-Oxley Act of 2002, reliably accounting for all revenue streams and corporate expenditures in an effort to ensure transparency throughout the accounting process. The company uses innovative technology to extract additional oil and gas from mature fields throughout Texas, New Mexico and Oklahoma, necessitating the need to centralize compliance efforts through its headquarters in Ft.Worth.






For the IT department, ensuring SOX compliance means being able to account for all IT assets, making sure systems are maintained regularly and consistently, protected from malicious security threats like spyware and viruses, backed up properly and can be recovered easily in case of data loss. Cano also has to ensure that help desk issues are dealt with accordingly, corporate resources are not being used for personal use (within reason) and the company is in compliance with the software licensing agreements it has in place with vendors. Read more on Cano Petroleum Inc






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Merck Case Study

Merck & Co. Inc. is a global research-driven pharmaceutical company dedicated to putting patients first. Since its founding in 1891, Merck has grown to more than 50,000 employees in more than 120 countries today. The company discovers, develops, manufactures and markets vaccines and medicines in more than 20 therapeutic categories.Merck has embarked on a growth strategy based on internal innovation combined with aggressive pursuit of business partnerships ranging from research, discovery and clinical trials, through manufacturing, marketing and sales.

While 10 new partnerships were created in 2001, more than 80 were created in 2004. The size and complexity of the business partnerships range from the joint development and marketing of Zetia with Schering-Plough, another large pharmaceutical company, to basic research and licensing agreements with small biotech firms. No matter what the size, these partnerships equire close collaboration and frequent exchange of time-sensitive, proprietary information. Click here to read more…

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Case study on Tully’s Coffee

Tully’s Coffee is a specialty coffee retailer and wholesaler based in Seattle, Washington, United States. Its stores serve specialty coffees, espresso, baked goods, pastries, and coffee-related supplies. It also has overseas licensing agreements in Japan and South Korea where its brand name is used for Tully’s coffee houses in those countries.Establish awareness of Tully’s blended drinks,especially in the shadow of Starbucks’ Frappuccino. Clcik here for more information on Tully’s Coffee










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Case Study on Hellmann Worldwide Logistics

Six months after implementing a SAM program, the work of buying and managing our software and hardware was reduced by about one-half. It’s easy, and we no longer have any challenges with licensing.
Krzysztof Maryniak, Service Desk Specialist, Hellmann Worldwide Logistics.



Business Needs: Hellmann Worldwide Logistics is one of the world’s largest logistics providers. The company’s offerings include shipping by truck, air, sea freight, and courier as well as warehousing services for customers in 134 countries. Until recently, the company’s Polish headquarters outsourced its IT services. By 2004, however, the office in Raszyn, Poland, had established an internal IT department. In April 2005, the chief managing officer required the fledgling IT department to identify the company’s computing resources, modernize the infrastructure, and ensure that the company’s software licensing was legally compliant…






Solution: The IT department began working with Microsoft Gold Certified Partner and Software Assets Management services provider – RESPONSE Sp. z o.o. to set up a Software Asset Management (SAM) program. SAM refers to industry-standard processes that help companies manage their software and ensure compliance with licensing agreements. Microsoft by SAM Providers helps companies to establish SAM programs as part of its offerings, focusing on four steps: (1) performing a software inventory; (2) matching the software to licenses; (3) reviewing policies and procedures for software acquisition, deployment, use, and recovery; and (4) establishing an ongoing plan for keeping licenses and documentation up to date…
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Technology Licensing Agreements:EU Vs. US

Innovation is the source of new products and processes that expand the frontiers of competition. Advancements in technology are continuously occurring throughout the world as firms seek to develop new ideas for their products, services and markets. Most technology licensing is pro-competitive and should be encouraged by competition authorities. Nevertheless, in legal and economic spheres the connection among IP policy and competition law is an enduring subject matter of discussion, for the reason that both policies have possibly conflicting aims. In a higher level of analysis, it could be said that IP and competition law are complementary since they both pursue the promotion of consumer welfare. However they seek different interests towards the achievement of such target.
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Case Studies on Multi-Branding Strategy of Videocon Industries in the Consumer Durables Sector

The announcement was in keeping the multi-branding strategy that VI had adopted to tackle the intense competition that it was facing in the white goods market in India. Earlier, VI entered into an agreement with Korea-based Hyundai Electronics Limited to market the Hyundai brand in India. VI had also entered into licensing agreements with Toshiba and Sansui to market their brands in India. Analysts pointed out that VI was forced to take refuge in other brands because the Videocon brand was unable to withstand the onslaught of MNC brands, especially the Korean ones.

However, there were other analysts who appreciated the company’s multi-branding strategy, saying that it was because of such a strategy that VI was still a force to reckon with. They also pointed to VI’s large production capacity, which meant that it had to have a large sales volume in order to utilize its production capacity to the fullest and remain cost-effective. Click here to read more…

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