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Intellectual Property

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Intellectual Property

Last Updated: June 11, 2026

Intellectual property (IP) is a term used to describe the legal rights that protect the interests of creators of intellectual works. It encompasses the legal and ethical rights associated with the creation and ownership of ideas, inventions, and works of authorship. It is the protection of inventions, artistic works, symbols, names, and other intangible assets, and the right to prevent others from using them without permission. IP rights are important to individuals, businesses, and governments, and are a key component of the global economy.

Definition of Intellectual Property

Intellectual property (IP) is a legal concept that gives individuals and businesses the right to use, sell, and protect the products of their creativity or invention. It is defined by the World Intellectual Property Organization (WIPO) as “the legal rights which result from intellectual activity in the industrial, scientific, literary and artistic fields.” IP is a form of property and can be divided into two broad categories: industrial property, which includes inventions (patents), trademarks, industrial designs, and trade secrets; and copyright, which includes literary and artistic works such as novels, movies, music, and computer software. Registered Trade Marks are a part of intellectual property law.

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Understanding the Availability and Accessibility of Payment Methods for Canadians

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Enhancing Your Gaming Experience: Choosing the Right Payment Method at Captain Cook Casino

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With a fleet of payment methods tailored specifically for Canadian players, Captain Cook Casino ensures that players can easily and securely deposit and withdraw funds. From traditional options like credit and debit cards to modern e-wallets and bank transfers, there is a payment method to suit every player’s preference. The casino’s commitment to providing a seamless and convenient banking experience is evident in the wide range of options available. Whether you prefer the speed and convenience of e-wallets like PayPal and Neteller or the familiarity of credit cards like Visa and Mastercard, Captain Cook Casino has you covered. So, set sail on your gaming adventure with confidence, knowing that your transactions are in safe hands.

IP rights are essential for protecting those who produce intellectual works from the unauthorized use or exploitation of those works by others. These rights are the legal means to ensure that creators are adequately compensated for the use of their works. IP rights allow creators to control how their works are used and how they are compensated for their creations, as well as to protect their creations from unauthorized use.

Use of US Case Law

In the United States, case law regarding intellectual property is established through the judicial system. The Supreme Court is the highest court in the United States and is the final arbiter of federal law. The Supreme Court hears appeals of cases decided in the lower federal courts and state courts, and its decisions are binding on all parties in all jurisdictions.

One example of a case involving intellectual property is the case of Mattel v. MGA Entertainment. This case concerned the Bratz Dolls, a line of fashion dolls produced by MGA Entertainment. Mattel alleged that MGA had infringed on its copyright by using features of Mattel’s iconic Barbie Dolls in the design of the Bratz Dolls. This case was ultimately decided in favor of Mattel, with the Supreme Court awarding Mattel damages of over $100 million.

The case of Mattel v. MGA Entertainment illustrates the importance of intellectual property laws. It highlights the need for businesses to protect their intellectual works from infringement, as well as the need for businesses to properly license their works and to ensure that they receive adequate compensation for their creations.

Trademarks

The trademark is a sign, symbol or image that identifies a product or service and distinguishes it from other related products or services. It is a form of intellectual property protection granted to the owner of the trademark by thegovernment. Trademarks can be registered with the United States Patent and Trademark Office (USPTO) and the registration process includes a review of the trademark to ensure that it is not confusingly similar to a trademark already registered by another party. This process is important to ensure that consumers are not confused when they purchase products or services and to protect the owner of a trademark from infringement by another party.

We’re going to look at the recent case of United States Patent and Trademark Office v. Booking.com B.V., 140 S. Ct. 2298, 2020 USPQ 2d 10729; 2020 WL 3518365 (June 30, 2020). In the case of United States Patent and Trademark Office v. Booking.com B.V., 140 S. Ct. 2298, 2020 USPQ 2d 10729; 2020 WL 3518365 (June 30, 2020), the Supreme Court of the United States addressed the question of whether the trademark BOOKING.COM could be registered with the USPTO. The Court held that the trademark could be registered because it was not confusingly similar to any other registered trademark. This case is important because it clarifies the circumstances under which a trademark can be registered and provides guidance to businesses seeking to protect their trademarks. I will outline here the importance of trademark registration, the legal principles involved in determining whether a trademark is eligible for registration and how the Supreme Court’s decision in the Booking.com case affects the registration of trademarks.

Importance of Trademark Registration

Trademark registration is a valuable form of legal protection for businesses. It allows them to protect their products or services from being used by another party without the consent of the owner of the trademark. A trademark can be registered with the USPTO and the registration process includes a review of the trademark to ensure that it is not confusingly similar to a trademark already registered by another party. This is important because it ensures that consumers are not confused when they purchase products or services and to protect the owner of a trademark from infringement by another party.

Legal Principles Involved in Trademark Registration

Trademarks are protected by the federal Lanham Act, which provides that a trademark is eligible for registration if it is distinctive or if it has acquired distinctiveness through long and exclusive use. A trademark is distinctive if it is capable of distinguishing the goods or services of the owner of the trademark from the goods or services of others. A trademark can also be distinctive if it has acquired distinctiveness through long and exclusive use, meaning that the trademark has been in use for a period of time and has become associated with the goods or services of the owner of the trademark.

The USPTO also considers the likelihood of confusion when determining whether a trademark is eligible for registration. The USPTO will consider whether the trademark is similar to another trademark already registered by another party, and if the trademark is deemed to be confusingly similar, then it will not be eligible for registration.

The Booking.com Case

In the case of United States Patent and Trademark Office v. Booking.com B.V., 140 S. Ct. 2298, 2020 USPQ 2d 10729; 2020 WL 3518365 (June 30, 2020), the Supreme Court of the United States addressed the question of whether the trademark BOOKING.COM could be registered with the USPTO. The Court held that the trademark could be registered because it was not confusingly similar to any other registered trademark.

The Court’s decision in the Booking.com case is important because it clarifies the circumstances under which a trademark can be registered. The Court held that a trademark is eligible for registration if it is distinctive or has acquired distinctiveness through long and exclusive use, and if it is not confusingly similar to any other registered trademark. This decision provides guidance to businesses seeking to protect their trademarks and ensures that consumers are not confused when they purchase products or services.

As outlined herein, trademarks are an important form of intellectual property protection for businesses, and the registration process can be complex and requires careful consideration. The case of United States Patent and Trademark Office v. Booking.com B.V., 140 S. Ct. 2298, 2020 USPQ 2d 10729; 2020 WL 3518365 (June 30, 2020) clarified the circumstances under which a trademark can be registered and provides guidance to businesses seeking to protect their trademarks. The Court held that a trademark is eligible for registration if it is distinctive or has acquired distinctiveness through long and exclusive use, and if it is not confusingly similar to any other registered trademark. This decision ensures that consumers are not confused when they purchase products or services, and provides a framework for businesses to protect their trademarks.

Trade Secrets

Trade secrets are another form of intellectual property. Trade secrets are confidential information that is not generally known to the public and that gives the owner of the secret an economic advantage over competitors. Trade secrets are typically protected under state laws, and the penalties for misappropriating trade secrets can be severe.

For example, in the case of Abbott v. Utility Air Regulatory Group, the Supreme Court held that the federal government could regulate emissions from stationary sources, such as power plants, under the Clean Air Act. The court also held that trade secrets could be protected from disclosure under the act. This case illustrates the importance of trade secrets in the context of environmental regulation and the need for businesses to take steps to protect their trade secrets from unauthorized disclosure.

Definition of Trade Secrets

Trade secrets are confidential information or processes that are not generally known to the public and that provide a business with a competitive advantage. The case of General Water Technologies v. Van Zweden 2022 UT App 90 is an important legal case that provides an insight into the protection of trade secrets and the importance of ensuring that confidential information is adequately protected. This essay will analyse the case of General Water Technologies v. Van Zweden 2022 UT App 90, examining the legal principles and issues that arose in the case and discussing the implications of the case for businesses seeking to protect their trade secrets.

Facts of the General Water Technologies Trade Secrets Case

The case of General Water Technologies v. Van Zweden 2022 UT App 90 was heard in the Utah Court of Appeals. The case involved a dispute between General Water Technologies (GWT) and Van Zweden, the former Chief Technology Officer for GWT. GWT alleged that Van Zweden had misappropriated trade secrets in the form of customer lists and technical documents. GWT had given Van Zweden access to the confidential customer lists and documents as part of his role as Chief Technology Officer. However, after leaving GWT, Van Zweden had used the customer lists and documents to try to solicit business for his own company. GWT alleged that this constituted a breach of contract and the misappropriation of trade secrets.

Legal Principles

The court in the case of General Water Technologies v. Van Zweden 2022 UT App 90 had to consider the legal principles relating to the protection of trade secrets. The court noted that the Utah Uniform Trade Secrets Act (UTSA) provides protection for trade secrets, defining trade secrets as “information, including a formula, pattern, compilation, program, device, method, technique, or process, that derives independent economic value, actual or potential, from not being generally known to, and not being readily ascertainable by proper means by, other persons who can obtain economic value from its disclosure or use.” The court also noted that under the UTSA, a person can be held liable for misappropriation of trade secrets if they “improperly acquire” a trade secret or “disclose or use” a trade secret in a manner that would “breach a duty of confidentiality” that has arisen out of a contract or other relationship.

The court also noted that the UTSA provides for the award of damages for the misappropriation of trade secrets. These damages may include “actual loss caused by the misappropriation” or “unjust enrichment caused by the misappropriation”. The court also noted that the UTSA provides for the award of punitive damages in cases of “willful and malicious misappropriation”.

Decision of the Court

The court in the case of General Water Technologies v. Van Zweden 2022 UT App 90 found in favour of GWT. The court found that the customer lists and technical documents constituted trade secrets under the UTSA, as they had economic value that was derived from not being generally known to the public. The court also held that Van Zweden had breached a duty of confidentiality by using the customer lists and documents to solicit business for his own company. The court also found that Van Zweden had acted willfully and maliciously, and was therefore liable for punitive damages.

Implications of the Case

The case of General Water Technologies v. Van Zweden 2022 UT App 90 is an important legal case that provides an insight into the protection of trade secrets and the importance of ensuring that confidential information is adequately protected. The case demonstrates the legal principles that apply to the protection of trade secrets, and the potential consequences of misappropriation. The case highlights the importance of businesses taking steps to ensure that their trade secrets are adequately protected, to avoid the possibility of misappropriation.

Intellectual Property Protection For Businesses

In conclusion, intellectual property is a critical component of the global economy. It gives individuals and businesses the right to use, sell, and protect the products of their creativity or invention. It also serves to protect creators from unauthorized use or exploitation of their works by others. Trade secrets are also an important form of intellectual property and can be protected under state and federal laws. The case of Mattel v. MGA Entertainment illustrates the importance of intellectual property laws and the need for businesses to protect their intellectual works from infringement.

Utah Intellectual Property Consultation

When you need legal help with Intellectual Property, call Jeremy D. Eveland, MBA, JD (801) 613-1472.

Jeremy Eveland
17 North State Street
Lindon UT 84042
(801) 613-1472

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For legal assistance regarding Property, contact Jeremy Eveland. We handle Property cases and provide guidance on Property for clients.

Business Succession Lawyer Layton Utah

Last Updated: June 11, 2026

Layton, Utah is located in Davis County in the United States, and it is the home of many experienced attorneys and attorneys-at-law. The city is known for its large population of Mormons (also known as Latter-day Saints or LDS), and it is a great place for businesses to set up shop and for individuals to come for legal advice. The city is also home to many businesses and law firms, and one of the attorneys who does business succession law is Jeremy Eveland. Mr. Eveland is a business attorney that focuses on business succession law and estate planning. He offers a wide range of legal services, including business succession law, estate planning, and probate and estate administration.

Business Succession

Business succession law is a complex area of the law that governs the transfer of business ownership from one generation to the next. The laws in the United States vary from state to state, and each state has its own unique set of rules and regulations governing business succession. In this paper, we will explore the business succession law in the state of Utah, including a look at the Utah Code, Utah case law, and the experience of business lawyers in the state. We will also discuss the areas of business succession law that are of particular importance to business owners in Utah, including the role of business partnerships, estate planning, and the use of alternative dispute resolution.

Business Succession Law in Layton Utah

Business succession law in Utah is governed primarily by the Utah Code and Utah case law. The Utah Code outlines the laws and regulations that govern the transfer of business ownership from one generation to the next, including provisions for the formation of business partnerships, the drafting of partnership agreements, and the winding up of a business in the event of death or incapacity. The Utah Code also sets forth rules governing the probate of a decedent’s estate, the descent and distribution of assets, and the intestate succession of assets.

In addition to the Utah Code, Utah case law also provides guidance on business succession law. The Utah Supreme Court has issued numerous opinions on the topic, including decisions in cases involving business partnerships, the transfer of ownership interests, and the interpretation of partnership agreements. These opinions provide important guidance for business lawyers in the state, as well as business owners seeking to understand the nuances of Utah business succession law.

Business Lawyers in Layton Utah

Utah is home to a number of experienced business lawyers who specialize in business succession law. These lawyers are experienced in the drafting and interpretation of partnership agreements, the creation of business entities, and the handling of probate matters. Many of these lawyers are located in the major cities of Utah, including Layton, Lindon, St. George, Salt Lake City, and the Provo Orem area.

Business lawyers in Utah can provide a variety of services to business owners, including legal advice and guidance on the transfer of ownership interests, the formation of business partnerships, and the drafting of partnership agreements. They can also provide counsel on estate planning, asset protection, and the use of alternative dispute resolution (ADR) to resolve business disputes. Business lawyers in Utah are also familiar with the unique laws and regulations that govern the transfer of business ownership in the state, including the Utah probate code and the intestacy laws.

Business Partnerships in Layton Utah

Business partnerships are a common form of business entity in Utah, and the Utah Code sets forth the rules and regulations that govern the formation, maintenance, and dissolution of business partnerships. Under the Utah Code, business partnerships are formed when two or more individuals enter into a written partnership agreement that sets forth their respective ownership interests and rights, duties and obligations, and the means of winding up the partnership in the event of death or incapacity.

The partnership agreement also sets forth the rights and duties of the partners, as well as the terms for the winding up of the partnership in the event of a dispute or the death of one of the partners. The partnership agreement is a legally binding document, and all partners are obligated to abide by its terms. In the event of a dispute, the partnership agreement may provide for the use of alternative dispute resolution, such as mediation or arbitration, to resolve the dispute.

Estate Planning and Business Succession

Estate planning is an important component of business succession law in Utah. Estate planning involves the drafting of a will or trust to ensure the orderly transfer of assets upon the death of the business owner. The will or trust can specify the distribution of assets, including business interests, to the business owner’s heirs or beneficiaries. The will or trust can also provide for the appointment of a guardian for a disabled child or an executor to manage the decedent’s estate.

Estate planning can also involve the drafting of advance directives, such as a living will or power of attorney, which allow the business owner to make decisions regarding healthcare and financial matters even in the event of incapacitation. Estate planning also involves the review of insurance policies, such as life insurance, to ensure that the business owner’s assets are properly protected.

Alternative Dispute Resolution

Alternative dispute resolution (ADR) is an increasingly popular method for resolving business disputes in Utah. ADR allows parties to resolve their disputes through mediation, arbitration, or other means, rather than through litigation. ADR can be used to resolve a variety of business disputes, including disputes over the ownership of a business, the interpretation of a partnership agreement, or the winding up of a business in the event of death or incapacity.

Business succession law in Utah is governed by the Utah Code and Utah case law. Business lawyers in the state are experienced in the drafting and interpretation of partnership agreements, the creation of business entities, and the handling of probate matters. Estate planning and the use of alternative dispute resolution are also important components of business succession law in Utah. Business owners should consult with experienced business lawyers in the state to ensure that their business succession plans are properly crafted and executed.

Business Startup Lawyer Layton Utah

Small businesses surround us. They are on every other street and in every corner. Every second thing someone buys comes from a small business. In India where unemployment is a serious issue, small business gains a special position in the industrial structure because of their ability to utilize labor and create employment. Let us learn about meaning, nature and types of small business.

Meaning of Small Business

Small businesses are either services or retail operations like grocery stores, medical stores, trades people, bakeries and small manufacturing units. Small businesses are independently owned organizations that require less capital and less workforce and less or no machinery. These businesses are ideally suited to operate on a small scale to serve a local community and to provide profits to the company owners.

Nature of Small Business

The nature of small businesses can be classified as follows:

1. Shoestring Budget

A sole proprietor or a small group of people operate small businesses. These businesses often run on ‘shoestring budget’ meaning that small businesses function on a very tight budget.

2. ‎Labor intensive

Small businesses are mostly labor intensive. Various types of small business largely rely on labor for their functioning. The primary nature of small businesses is more involvement of physical work rather than intellectual work. The lack of machinery makes the employees manage their operations manually.

3. Community-based

Small businesses are started with the motive of satisfying the needs and demands of a local area or community. These businesses demographically target few areas of concentration and are hence community-based.

4. Indigenous technology

Due to small businesses being community focused and labor oriented they often thrive upon native methods of operations. In India, there are many businesses in the rural sector that still use outdated technology. This might give uniqueness to the products but hinders the development of the business.

The Stages of Small Business Growth

Each stage is characterized by an index of size, diversity, and complexity and described by five management factors: managerial style, organizational structure, and extent of formal systems, major strategic goals, and the owner’s involvement in the business. We depict each stage and describe narratively in this article.

Stage I: Existence.

In this stage the main problems of the business are obtaining customers and delivering the product or service contracted for. Among the key questions are the following:

Can we get enough customers, deliver our products, and provide services well enough to become a viable business?

Can we expand from that one key customer or pilot production process to a much broader sales base?

Do we have enough money to cover the considerable cash demands of this start-up phase?

The organization is a simple one—the owner does everything and directly supervises subordinates, who should be of at least average competence. Systems and formal planning are minimal to nonexistent. The company’s strategy is simply to remain alive. The owner is the business, performs all the important tasks, and is the major supplier of energy, direction, and, with relatives and friends, capital.

Companies in the Existence Stage range from newly started restaurants and retail stores to high-technology manufacturers that have yet to stabilize either production or product quality. Many such companies never gain sufficient customer acceptance or product capability to become viable. In these cases, the owners close the business when the start-up capital runs out and, if they’re lucky, sell the business for its asset value. In some cases, the owners cannot accept the demands the business places on their time, finances, and energy, and they quit. Those companies that remain in business become Stage II enterprises.

Stage II: Survival.

In reaching this stage, the business has demonstrated that it is a workable business entity. It has enough customers and satisfies them sufficiently with its products or services to keep them. The key problem thus shifts from mere existence to the relationship between revenues and expenses. The main issues are as follows:

In the short run, can we generate enough cash to break even and to cover the repair or replacement of our capital assets as they wear out?

Can we, at a minimum, generate enough cash flow to stay in business and to finance growth to a size that is sufficiently large, given our industry and market niche, to earn an economic return on our assets and labor?

The organization is still simple. The company may have a limited number of employees supervised by a sales manager or a general foreman. Neither of them makes major decisions independently, but instead carries out the rather well-defined orders of the owner.

Systems development is minimal. Formal planning is, at best, cash forecasting. The major goal is still survival, and the owner is still synonymous with the business.

Stage III: Success.

The decision facing owners at this stage is whether to exploit the company’s accomplishments and expand or keep the company stable and profitable, providing a base for alternative owner activities. Thus, a key issue is whether to use the company as a platform for growth—a substage III-G company—or as a means of support for the owners as they completely or partially disengage from the company—making it a substage III-D company. Behind the disengagement might be a wish to start up new enterprises, run for political office, or simply to pursue hobbies and other outside interests while maintaining the business more or less in the status quo.
As the business matures, it and the owner increasingly move apart, to some extent because of the owner’s activities elsewhere and to some extent because of the presence of other managers. Many companies continue for long periods in the Success-Disengagement substage. The product-market niche of some does not permit growth; this is the case for many service businesses in small or medium-sized, slowly growing communities and for franchise holders with limited territories.

Stage IV: Take-off.

In this stage the key problems are how to grow rapidly and how to finance that growth. The most important questions, then, are in the following areas:
Delegation. Can the owner delegate responsibility to others to improve the managerial effectiveness of a fast growing and increasingly complex enterprise? Further, will the action be true delegation with controls on performance and a willingness to see mistakes made, or will it be abdication, as is so often the case?
Cash. Will there be enough to satisfy the great demands growth brings (often requiring a willingness on the owner’s part to tolerate a high debt-equity ratio) and a cash flow that is not eroded by inadequate expense controls or ill-advised investments brought about by owner impatience?

The organization is decentralized and, at least in part, divisionalized—usually in either sales or production. The key managers must be very competent to handle a growing and complex business environment. The systems, strained by growth, are becoming more refined and extensive. Both operational and strategic planning are being done and involve specific managers. The owner and the business have become reasonably separate, yet the company is still dominated by both the owner’s presence and stock control.

This is a pivotal period in a company’s life. If the owner rises to the challenges of a growing company, both financially and managerially, it can become a big business. If not, it can usually be sold—at a profit—provided the owner recognizes his or her limitations soon enough. Too often, those who bring the business to the Success Stage are unsuccessful in Stage IV, either because they try to grow too fast and run out of cash (the owner falls victim to the omnipotence syndrome), or are unable to delegate effectively enough to make the company work (the omniscience syndrome).

It is, of course, possible for the company to traverse this high-growth stage without the original management. Often the entrepreneur who founded the company and brought it to the Success Stage is replaced either voluntarily or involuntarily by the company’s investors or creditors.

Stage V: Resource Maturity.

The greatest concerns of a company entering this stage are, first, to consolidate and control the financial gains brought on by rapid growth and, second, to retain the advantages of small size, including flexibility of response and the entrepreneurial spirit. The corporation must expand the management force fast enough to eliminate the inefficiencies that growth can produce and professionalize the company by use of such tools as budgets, strategic planning, management by objectives, and standard cost systems—and do this without stifling its entrepreneurial qualities.

A company in Stage V has the staff and financial resources to engage in detailed operational and strategic planning. The management is decentralized, adequately staffed, and experienced. And systems are extensive and well developed. The owner and the business are quite separate, both financially and operationally.
The company has now arrived. It has the advantages of size, financial resources, and managerial talent. If it can preserve its entrepreneurial spirit, it will be a formidable force in the market. If not, it may enter a sixth stage of sorts: ossification.

Avoiding Future Problems

Do I have the quality and diversity of people needed to manage a growing company?

Do I have now, or will I have shortly, the systems in place to handle the needs of a larger, more diversified company?

Do I have the inclination and ability to delegate decision making to my managers?

Do I have enough cash and borrowing power along with the inclination to risk everything to pursue rapid growth?

Similarly, the potential entrepreneur can see that starting a business requires an ability to do something very well (or a good marketable idea), high energy, and a favorable cash flow forecast (or a large sum of cash on hand). These are less important in Stage V, when well-developed people-management skills, good information systems, and budget controls take priority. Perhaps this is why some experienced people from large companies fail to make good as entrepreneurs or managers in small companies. They are used to delegating and are not good enough at doing.

Layton Utah Business Attorney Consultation

When you need business attorneys, call Jeremy D. Eveland, MBA, JD (801) 613-1472.

Jeremy Eveland
17 North State Street
Lindon UT 84042
(801) 613-1472

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We serve businesses and business owners for succession planning in the following locations:

Business Succession Lawyer Salt Lake City Utah

Business Succession Lawyer West Jordan Utah

Business Succession Lawyer St. George Utah

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Business Succession Lawyer Sandy Utah

Business Succession Lawyer Orem Utah

Business Succession Lawyer Ogden Utah

Business Succession Lawyer Layton Utah

Understanding Business Succession Lawyer Layton Utah

This guide covers Business Succession Lawyer Layton Utah and what you need to know.

From Wikipedia, the free encyclopedia

Layton, Utah
City
Historic Downtown Layton
Flag
Location within Davis County and the State of Utah
Coordinates: 41°4′41″N 111°57′19″WCoordinates: 41°4′41″N 111°57′19″W
Country	United States
State	Utah
County	Davis
Settled	1850s
Incorporated	May 24, 1920
City	1950
Named for	Christopher Layton
Government
• Type	Council–manager^[1]
• Mayor	Joy Petro
Area ^[2]
• Total	22.65 sq mi (58.67 km²)
• Land	22.50 sq mi (58.27 km²)
• Water	0.16 sq mi (0.40 km²)
Elevation ^[3]	4,356 ft (1,328 m)
Population (2020)^[4]
• Total	84,665 (2,022 est)
• Density	3,634.36/sq mi (1,403.35/km²)
Time zone	UTC−7 (Mountain (MST))
• Summer (DST)	UTC−6 (MDT)
ZIP codes	84040, 84041
Area code(s)	385, 801
FIPS code	49-43660^[5]
GNIS feature ID	2411639^[3]
Website	laytoncity.org

Layton is a city in Davis County, Utah, United States. It is part of the Ogden-Clearfield Metropolitan Statistical Area. As of the 2020 census, the city had a population of 81,773,^[4]^[7] with 2022 estimates showing a slight increase to 84,665. Layton is the most populous city in Davis County and the ninth most populous in Utah.

Layton has direct access to Salt Lake City, Ogden, Salt Lake City International Airport, Antelope Island, and the FrontRunner commuter rail. Layton City is a leader in economic development for the region, with immediate adjacency to Hill Air Force Base, a large hospitality district (1,000+ hotel beds) and conference center, the Layton Hills Mall, multiple nationally recognized retail and food chains, the East Gate Business Park, and the Weber State University-Davis campus.

In 2014, Layton contributed $1.34 billion^[8] worth of retail sales activity, the second largest market north of Salt Lake City and seventh largest in Utah.

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Layton, Utah

For legal assistance regarding Business Succession Lawyer Layton Utah, contact Jeremy Eveland. We handle Business Succession Lawyer Layton Utah cases and provide guidance on Business Succession Lawyer Layton Utah for clients.

Ogden, Utah
City
From top left to bottom right: Ogden High School, Weber State University Bell Tower, Peery’s Egyptian Theater, Downtown, Gantry Sign, aerial view
Flag
Nickname: Junction City
Motto: Still Untamed
Location in Weber County and the state of Utah
Coordinates: 41°13′40″N 111°57′40″WCoordinates: 41°13′40″N 111°57′40″W
Country	United States
State	Utah
County	Weber
Settled	1844
Incorporated	February 6, 1851 (As Brownsville)
Named for	Peter Skene Ogden^[1]
Government
• Type	Council-Mayor
• Mayor	Mike Caldwell
Area ^[2]
• City	27.55 sq mi (71.35 km²)
• Land	27.55 sq mi (71.35 km²)
• Water	0.00 sq mi (0.01 km²)
Elevation	4,300 ft (1,310 m)
Population (2020)
• City	87,321
• Density	3,169.55/sq mi (1,223.84/km²)
• Urban	608,857 (US: 69th)
• Urban density	2,863.9/sq mi (1,105.8/km²)
• Metro	694,863 (US: 83rd)
Demonym	Ogdenite ^[3]
Time zone	UTC−7 (MST)
• Summer (DST)	UTC−6 (MDT)
ZIP Codes	84201, 84244, 844xx
Area codes	385, 801
FIPS code	49-55980^[4]
GNIS feature ID	1444049^[5]
Website	http://ogdencity.com/

Salt Lake City, Utah
State capital
City of Salt Lake City^[1]
Clockwise from top: The skyline in July 2011, Utah State Capitol, TRAX, Union Pacific Depot, the Block U, the City-County Building, and the Salt Lake Temple
Flag Seal
Nickname: “The Crossroads of the West”
Wikimedia \| © OpenStreetMap Interactive map of Salt Lake City
Coordinates: 40°45′39″N 111°53′28″WCoordinates: 40°45′39″N 111°53′28″W
Country	United States
State	Utah
County	Salt Lake
Platted	1857; 165 years ago^[2]
Named for	Great Salt Lake
Government
• Type	Strong Mayor–council
• Mayor	Erin Mendenhall (D)
Area ^[3]
• City	110.81 sq mi (286.99 km²)
• Land	110.34 sq mi (285.77 km²)
• Water	0.47 sq mi (1.22 km²)
Elevation	4,327 ft (1,288 m)
Population (2020)^[4]
• City	200,133
• Rank	122nd in the United States 1st in Utah
• Density	1,797.52/sq mi (701.84/km²)
• Urban	1,021,243 (US: 42nd)
• Metro	1,257,936 (US: 47th)
• CSA	2,606,548 (US: 22nd)
Demonym	Salt Laker^[5]
Time zone	UTC−7 (Mountain)
• Summer (DST)	UTC−6
ZIP Codes	show ZIP Codes^[6]
Area codes	801, 385
FIPS code	49-67000^[7]
GNIS feature ID	1454997^[8]
Major airport	Salt Lake City International Airport
Website	Salt Lake City Government

Utah
State
State of Utah
Flag Seal
Nickname(s): “Beehive State” (official), “The Mormon State”, “Deseret”
Motto: Industry
Anthem: “Utah…This Is the Place“
Map of the United States with Utah highlighted
Country	United States
Before statehood	Utah Territory
Admitted to the Union	January 4, 1896 (45th)
Capital (and largest city)	Salt Lake City
Largest metro and urban areas	Salt Lake City
Government
• Governor	Spencer Cox (R)
• Lieutenant Governor	Deidre Henderson (R)
Legislature	State Legislature
• Upper house	State Senate
• Lower house	House of Representatives
Judiciary	Utah Supreme Court
U.S. senators	Mike Lee (R) Mitt Romney (R)
U.S. House delegation	1: Blake Moore (R) 2: Chris Stewart (R) 3: John Curtis (R) 4: Burgess Owens (R) (list)
Area
• Total	84,899 sq mi (219,887 km²)
• Land	82,144 sq mi (212,761 km²)
• Water	2,755 sq mi (7,136 km²) 3.25%
• Rank	13th
Dimensions
• Length	350 mi (560 km)
• Width	270 mi (435 km)
Elevation	6,100 ft (1,860 m)
Highest elevation (Kings Peak^[1]^[2]^[a])	13,534 ft (4,120.3 m)
Lowest elevation (Beaver Dam Wash at Arizona border^[2]^[a]^[3])	2,180 ft (664.4 m)
Population (2020)
• Total	3,271,616^[4]
• Rank	30th
• Density	36.53/sq mi (14.12/km²)
• Rank	41st
• Median household income	$60,365^[5]
• Income rank	11th
Demonym	Utahn or Utahan^[6]
Language
• Official language	English
Time zone	UTC−07:00 (Mountain)
• Summer (DST)	UTC−06:00 (MDT)
USPS abbreviation	UT
ISO 3166 code	US-UT
Traditional abbreviation	Ut.
Latitude	37° N to 42° N
Longitude	109°3′ W to 114°3′ W
Website	utah.gov

hideUtah state symbols
Flag of Utah

Living insignia
Bird	California gull
Fish	Bonneville cutthroat trout^[7]
Flower	Sego lily
Grass	Indian ricegrass
Mammal	Rocky Mountain Elk
Reptile	Gila monster
Tree	Quaking aspen
Inanimate insignia
Dance	Square dance
Dinosaur	Utahraptor
Firearm	Browning M1911
Fossil	Allosaurus
Gemstone	Topaz
Mineral	Copper^[7]
Rock	Coal^[7]
Tartan	Utah State Centennial Tartan
State route marker

State quarter
Released in 2007
Lists of United States state symbols

Orem, Utah
City
Orem City Center
Flag
Nickname: Family City USA
Location in Utah County and the state of Utah
Coordinates: 40°17′56″N 111°41′47″WCoordinates: 40°17′56″N 111°41′47″W
Country	United States
State	Utah
County	Utah
Settled	1877
Town charter granted	May 5, 1919
Named for	Walter C. Orem
Government
• Mayor	David Young
• Spokesman	Steven Downs
• City Manager	James P. Davidson^[2]
Area
• Total	18.57 sq mi (48.10 km²)
• Land	18.57 sq mi (48.10 km²)
• Water	0.00 sq mi (0.00 km²)
Elevation	4,774 ft (1,455 m)
Population (2020)
• Total	98,129^[1]
• Density	5,267.22/sq mi (2,033.67/km²)
Time zone	UTC-7 (Mountain (MST))
• Summer (DST)	UTC-6 (MDT)
Area codes	385, 801
FIPS code	49-57300^[3]
GNIS feature ID	1444110^[4]
Website	www.orem.org]

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Business Succession Lawyer Salt Lake City Utah

Last Updated: June 11, 2026

Do you need a Business Succession Lawyer in Salt Lake City Utah? If you do, then you are at the right place. Attorney Jeremy Eveland helps businesses create succession plans. Call Jeremy Eveland today for your free business succession consultation (801) 613-1472.

Business succession is the process of transferring ownership and management of a business from one generation to the next. It involves the transfer of ownership and control of the business from the founder, or current owner, to the successor. Succession planning is the process of identifying and developing potential successors in order to ensure the continued success and growth of the business.

Succession planning typically involves identifying the key roles and responsibilities of the business owner and planning for their transition to a successor. This can involve developing a plan for the transfer of ownership and control of the business, as well as developing a plan for the transition of key roles and responsibilities to the successor. This could include training, mentoring, and support for the new owner.

Succession planning also involves developing a plan for the financial security of the business. This could involve setting up a trust fund or other financial vehicles to ensure that the business is financially secure and that the successor has access to the necessary funds needed to manage and grow the business.

Business succession is an important part of any business and is essential for the continued success and growth of the business. Proper succession planning can help ensure that the business is able to continue to thrive and provide the necessary resources and support for the successor.

Why put much stock in business advice?

Each and every one of these entrepreneurs sharing their business advice with you have had their own unique journey to building a successful business. They are all different. Some came from backgrounds of wealth and influential connections, while others have built empires starting truly from nothing. Don’t take the business advice you hear as gospel to be followed word-for-word. Rather, use it as a tool to inform your big decisions and major strategic moves within your own business.

Here is some actual advice:

 The best businesses come from people’s bad personal experiences. If you just keep your eyes open, you’re going to find something that frustrates you, and then you think, ‘well I could maybe do it better than it’s being done,’ and there you have a business. If you can change people’s lives, you have a business.” People think, ‘well everything’s been thought of,’ but actually, all of the time, there are gaps in the market here and gaps in the market there.”

 If you are going to start a business, you need to really love it, because not everybody is going to love it. “You have to really believe in your product to deal with the naysayers and persevere and when you really believe in your product, you are willing to deal with all the naysayers and persevere.”

 Choose something that you both love and are good at doing. Then, taking that first step is always the hardest. It’s terrifying, but really, it’s about preparation. We all go through this process where you’ve got the business idea, you get that feeling in your stomach and you get all excited. Then you talk to a friend, and your friend says, ‘oh wow that’s pretty cool, I’ve never heard of anything like that. I would buy that.’ And then you do the Google search. The first thing is that just because you don’t see it on Google, doesn’t mean one hundred companies haven’t gone out of business doing the same thing. It hasn’t been done for a reason, because every company that’s tried it, has gone out of business.

 You have 90 seconds, if you’re lucky. If you can’t make your point persuasively in that time, you’ve lost the chance for impact. Facts and figures are important, but it’s not the only criteria, you must present in a manner that generates expertise and confidence. “You have 90sec to make an impact in your pitch. Show expertise and confidence.” If you’re not prepared to make your pitch, you may just miss your next big opportunity.

 Don’t give up, don’t take anything personally, and don’t take no for an answer; you never know what you’re going to learn along the way. “The people who told me no, were the people that eventually told me yes; so don’t forget it.”

 The most painful mistake in first-time entrepreneurs is thinking that just having a business plan or a great concept is enough to guarantee success. It’s not. Business success is 80% psychology and 20% mechanics. And, frankly, most people’s psychology is not meant for building a business. “Think honestly about who you are, what you want to accomplish, and what mindset you need to have to get there. Because the biggest thing that will hold you back is your own nature. Few people are natural risk-takers or emotionally ready for the challenges of building a business. You can’t just sign up for a marathon and run it without ever training. You have to increase your capacity and become fit. Being an entrepreneur requires similar kinds of emotional and psychological fitness so that you don’t become the chokehold on your business’s success.”

 You’re the average of the 5 people you associate with most. “Choose friends wisely. “It is also said that ‘your network is your net worth.’ These two work well together.”

 Focus on the prototype. Don’t focus on your pitch deck, business plan or financial projections. “If you get a prototype out and you get enough people using it, you never have to write a business plan, do a forecast or do anything like that. A prototype is where you separate the BS from the reality.”

 Start now, you don’t need funding. Watch out for when you want to do something big, but say you can’t until you raise money to fund the idea. It usually means you are more in love with the idea of being big than with actually doing something useful. “For an idea to be big, it has to be useful and being useful doesn’t need funding.” If you want to be useful, you can always start right now with just 1% of what you have in your grand vision. It will be a humble prototype of your grand vision, but you will be in the game. You’ll be ahead of the rest because you actually started, when others waited for the finish line to magically appear at the starting line.

 The easiest way to tell if someone is a first-time entrepreneur is when they are secretive about their ideas. Real entrepreneurs know good ideas are cheap and that success comes from hard work, not a stroke of genius. The other big mistake entrepreneurs make is building a product for a customer they don’t know well. That’s why entrepreneurs should build a product for themselves, at least that way you ensure you have built something for a user you know intimately. All of the great tech companies of the past decade–Facebook, Twitter, Slack, Snapchat–were built by founders who were making products they wanted to use.

 They wait to get started. They wait until they have more information, more experience, more, more money, and a more perfect version of whatever they have created. “The best way to learn is by doing. Stop waiting and bring your ideas to life today.” All that waiting means they are not really learning. When you are an entrepreneur, the best way to learn is to do something, to put your idea into someone’s hands, or to talk to the people you want to serve. Stop waiting and do something.

 Scratch your own itch. Go after solving a problem that you have. Something that’s near and dear to you, not some random market opportunity. “Because, when things get hard, if you are chasing just the dollars, or a random market opportunity, you are not going to be able to have the fortitude, the passion, to stay with it.”

 Don’t waste time or spend money on non-core issues when starting a business. In fact, don’t spend any money until you make some.

 One of the most painful and common mistakes first-time entrepreneurs make is that they fall in love with their own business idea. They will spend months building what they believe to be the next innovative, disruptive, game-changing startup. Then they launch… and nobody buys, nobody cares, nothing happens. “Don’t fall in love with your idea, fall in love with the problem you’re solving and validate your business idea early on that it is a problem worth solving.”

 There is no path! Another big mistake first-time entrepreneurs make is they desperately want a structured business plan and direct path. “Don’t plan everything! Listen to your customers and make changes as needed.” One of the most important things about starting a business is being flexible. Listening to customers, watching data and making iterations and changes as needed. Sometimes having a path or a rigid business plan can limit you. Think of your business like a meadow not a path, just play!

 Perfectionism cripples a lot of entrepreneurs. They won’t launch their site or put their product up for sale until they think it’s perfect, which is a big waste of time. It’s never going to be perfect. “Don’t let perfectionism cripple you. Launch as soon as possible and adapt.” Pitch your product or service as soon as you have the bare bones of it put together. This will give you valuable feedback about whether your market really wants it. You can polish it later.”

 Being an entrepreneur takes hustle. And here’s the problem: Sometimes we think hustle is about becoming a workaholic or adding a lot of stuff to our lives. “Hustle the right way. It’s not about doing more, it’s about doing what you need to do.” Hustle is an act of focus, not frenzy. Hustle is about subtraction and addition. It’s not about doing more, it’s about focusing on the things that you need to do, in order to move your business forward.

 Perfect is a curse. Innovation is messy. Test, learn, and improve. Often new entrepreneurs wait too long to put their product out in the market. With limited resources at hand, it is crucial that you get an MVP out as soon as possible and start getting traction. Take the user’s feedback to iterate and improve your products. “Not launching fast enough is a mistake you simply can’t afford to make. If you want to get an edge over others, launch now!”

 The most painful mistake entrepreneurs make is copying or doing the same things that successful entrepreneurs have done, expecting similar results. What first-time entrepreneurs don’t realize is that the world is not a vacuum and there’s more going on behind the scenes than it appears. There’s much more effort that has gone into creating the success they see on the surface, and there’s no guarantee that a particular tactic or strategy will be successful for everyone. “First time entrepreneurs should not get caught up in the glamour and don’t take things for face value. Rather, use these successes you read about as inspiration for what you can do too. Set more realistic blogging goals and forget about ‘going viral’ or trying to be like someone else.”

 Most people start out with completely unrealistic expectations of what level of effort is required and how long it takes to get a business off the ground. They are easily discouraged and give up way too soon. I blame it on wishful thinking. “There’s no guarantee in business. Approach it with humility, grit and determination.” The reality is that there is no way to know how long it will take or whether it will work at all. So approach it with humility, grit and a willingness to do whatever it takes to succeed, even if that means you have to work really hard for a long time.

Wills are written documents that outline how assets should be distributed upon death. This can include the option to purchase a business that has not been sold before the owner’s death. Life insurance policies and testamentary trusts, which allow for tax-free distributions after death, can also be used for this purpose. An advanced directive, such as a living will, can provide instructions for health care decisions in the event of incapacity, while personal liability protection can help protect family members from being held responsible for debts incurred by the deceased’s estate or business operations.

Effective business succession planning involves creating employment contracts with key personnel who will take over management responsibilities, establishing retirement plans, purchasing appropriate insurance coverage, understanding intestacy laws (in the absence of a valid will), and navigating probate proceedings if necessary. Financial considerations, including taxes on income generated by the company before its sale or transfer and outstanding loans that need to be paid off at closing, must also be taken into account.

Succession planning is important to ensure that all parties involved feel secure about their future prospects within the organization once ownership changes hands, whether due to retirement, illness, disability, or death. It is essential to ensure continuity and financial stability throughout the transition period until new owners fully assume responsibility for daily operation

Attorney Jeremy D. Eveland, MBA, JD is an attorney licensed to practice law in Utah only. This is not legal advice. If you need actual legal advice for your situation you need to speak with a lawyer licensed in your jurisdiction and who understands and goes over the particular facts of your case. Facts matter. If you have questions about Business Succession in Salt Lake City Utah, call Mr. Eveland for a free consultation (801) 613-1472.

Understanding Business Succession Lawyer Salt Lake

This guide covers Business Succession Lawyer Salt Lake and what you need to know.

From Wikipedia, the free encyclopedia

Salt Lake City, Utah
State capital
City of Salt Lake City^[1]
Clockwise from top: The skyline in July 2011, Utah State Capitol, TRAX, Union Pacific Depot, the Block U, the City-County Building, and the Salt Lake Temple
Flag Seal
Nickname: “The Crossroads of the West”
Wikimedia \| © OpenStreetMap Interactive map of Salt Lake City
Coordinates: 40°45′39″N 111°53′28″WCoordinates: 40°45′39″N 111°53′28″W
Country	United States
State	Utah
County	Salt Lake
Platted	1857; 165 years ago^[2]
Named for	Great Salt Lake
Government
• Type	Strong Mayor–council
• Mayor	Erin Mendenhall (D)
Area ^[3]
• City	110.81 sq mi (286.99 km²)
• Land	110.34 sq mi (285.77 km²)
• Water	0.47 sq mi (1.22 km²)
Elevation	4,327 ft (1,288 m)
Population (2020)^[4]
• City	200,133
• Rank	122nd in the United States 1st in Utah
• Density	1,797.52/sq mi (701.84/km²)
• Urban	1,021,243 (US: 42nd)
• Metro	1,257,936 (US: 47th)
• CSA	2,606,548 (US: 22nd)
Demonym	Salt Laker^[5]
Time zone	UTC−7 (Mountain)
• Summer (DST)	UTC−6
ZIP Codes	show ZIP Codes^[6]
Area codes	801, 385
FIPS code	49-67000^[7]
GNIS feature ID	1454997^[8]
Major airport	Salt Lake City International Airport
Website	Salt Lake City Government

Salt Lake City (often shortened to Salt Lake and abbreviated as SLC) is the capital and most populous city of Utah, as well as the seat of Salt Lake County, the most populous county in Utah. With a population of 200,133 in 2020,^[10] the city is the core of the Salt Lake City metropolitan area, which had a population of 1,257,936 at the 2020 census. Salt Lake City is further situated within a larger metropolis known as the Salt Lake City–Ogden–Provo Combined Statistical Area, a corridor of contiguous urban and suburban development stretched along a 120-mile (190 km) segment of the Wasatch Front, comprising a population of 2,606,548 (as of 2018 estimates),^[11] making it the 22nd largest in the nation. It is also the central core of the larger of only two major urban areas located within the Great Basin (the other being Reno, Nevada).

Salt Lake City was founded July 24, 1847, by early pioneer settlers, led by Brigham Young, who were seeking to escape persecution they had experienced while living farther east. The Mormon pioneers, as they would come to be known, entered a semi-arid valley and immediately began planning and building an extensive irrigation network which could feed the population and foster future growth. Salt Lake City’s street grid system is based on a standard compass grid plan, with the southeast corner of Temple Square (the area containing the Salt Lake Temple in downtown Salt Lake City) serving as the origin of the Salt Lake meridian. Owing to its proximity to the Great Salt Lake, the city was originally named Great Salt Lake City. In 1868, the word “Great” was dropped from the city’s name.^[12]

Immigration of international members of The Church of Jesus Christ of Latter-day Saints, mining booms, and the construction of the first transcontinental railroad initially brought economic growth, and the city was nicknamed “The Crossroads of the West”. It was traversed by the Lincoln Highway, the first transcontinental highway, in 1913. Two major cross-country freeways, I-15 and I-80, now intersect in the city. The city also has a belt route, I-215.

Salt Lake City has developed a strong tourist industry based primarily on skiing and outdoor recreation. It hosted the 2002 Winter Olympics. It is known for its politically progressive and diverse culture, which stands at contrast with the rest of the state’s conservative leanings.^[13] It is home to a significant LGBT community and hosts the annual Utah Pride Festival.^[14] It is the industrial banking center of the United States.^[15] Salt Lake City and the surrounding area are also the location of several institutions of higher education including the state’s flagship research school, the University of Utah. Sustained drought in Utah has more recently strained Salt Lake City’s water security and caused the Great Salt Lake level drop to record low levels,^[16]^[17] and impacting the state’s economy, of which the Wasatch Front area anchored by Salt Lake City constitutes 80%.^[18]

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From Wikipedia, the free encyclopedia

Business succession planning[edit]

Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression.^[6] In contrast, replacement planning is focused narrowly on identifying specific back-up candidates for given senior management positions. Thought should be given to the retention of key employees, and the consequences that the departure of key employees may have on the business.^[7]

Fundamental to the succession-management process is an underlying philosophy that argues that top talent in the corporation must be managed for the greater good of the enterprise. Merck and other companies argue that a “talent mindset” must be part of the leadership culture for these practices to be effective.^[8]

Organizations use succession planning as a process to ensure that employees are recruited and developed to fill each key role within the company. Through one’s succession-planning process, one recruits superior employees,^{[citation needed]} develops their knowledge, skills, and abilities, and prepares them for advancement or promotion into ever more-challenging roles. Actively pursuing succession planning ensures that employees are constantly developed to fill each needed role. As one’s organization expands, loses key employees, provides promotional opportunities, or increases sales, one’s succession planning aims to ensure that one has employees on hand ready and waiting to fill new roles. Succession planning is one of important processes in leadership pipeline.

According to a 2006 Canadian Federation of Independent Business survey,^[9] slightly more than one third of owners of independent businesses plan to exit their business within the next 5 years – and within the next 10 years two-thirds of owners plan to exit their business. The survey also found that Small and medium-sized enterprises (SMEs) are not adequately prepared for their business succession: only 10% of owners have a formal, written succession plan; 38% have an informal, unwritten plan; and the remaining 52% do not have any succession plan at all. A 2004 CIBC survey suggests that succession planning is increasingly becoming a critical issue. The CIBC estimated that by 2010, $1.2 trillion in business assets would be poised to change hands.^[10]

Research indicates many succession-planning initiatives fall short of their intent.^[11] “Bench strength”, as it is commonly called, remains a stubborn problem in many if not most companies. Studies indicate that companies that report the greatest gains from succession planning feature high ownership by the CEO and high degrees of engagement among the larger leadership team.^[12]

Companies well known for their succession planning and executive-talent development practices include: General Electric, Honeywell, IBM, Marriott, Microsoft, Pepsi and Procter & Gamble.

Research indicates that clear objectives are critical to establishing effective succession planning.^[12] These objectives tend to be core to many or most companies that have well-established practices:

Identify those with the potential to assume greater responsibility in the organization
Provide critical development experiences to those that can move into key roles
Engage the leadership in supporting the development of high-potential leaders
Build a database that can be used to make better staffing decisions for key jobs

In other companies these additional objectives may be embedded in the succession process:

Improve employee commitment and retention
Meet the career development expectations of existing employees
Counter the increasing difficulty and costs of recruiting employees externally

Process and practices[edit]

Companies devise elaborate models to characterize their succession and development practices. Most reflect a cyclical series of activities that include these fundamentals:

Identify key roles for succession or replacement planning
Define the competencies and motivational profile required to undertake those roles
Assess people against these criteria – with a future orientation
Identify pools of talent that could potentially fill and perform highly in key roles
Develop employees to be ready for advancement into key roles – primarily through the right set of experiences.

In many companies, over the past several years,^[when?] the emphasis has shifted from planning job assignments to development, with much greater focus on managing key experiences that are critical to growing global-business leaders.^{[citation needed]} North American companies tend to be more active in this regard, followed by European and Latin American countries.

PepsiCo, IBM and Nike provide current examples of the so-called “game-planning” approach to succession and talent management. In these and other companies annual reviews are supplemented with an ongoing series of discussions among senior leaders about who is ready to assume larger roles. Vacancies are anticipated and slates of names are prepared based on highest potential and readiness for job moves. Organization realignments are viewed as critical windows-of-opportunity to utilize development moves that will serve the greater good of the enterprise.

Assessment is a key practice in effective succession-planning. There is no widely accepted formula for evaluating the future potential of leaders, but many tools and approaches continue to be used today, ranging from personality and cognitive testing to team-based interviewing and simulations and other Assessment centre methods. Elliott Jaques and others have argued for the importance of focusing assessments narrowly on critical differentiators of future performance. Jaques developed a persuasive case for measuring candidates’ ability to manage complexity, formulating a robust operational definition of business intelligence.^[13] The Cognitive Process Profile (CPP) psychometric is an example of a tool used in succession planning to measure candidates’ ability to manage complexity according to Jaques’ definition.

Companies struggle to find practices that are effective and practical. It is clear that leaders who rely on instinct and gut to make promotion decisions are often not effective.^{[citation needed]} Research indicates that the most valid practices for assessment are those that involve multiple methods and especially multiple raters.^[14]^{[need quotation to verify]} “Calibration meetings” composed of senior leaders can be quite effective in judging a slate of potential senior leaders with the right tools and facilitation.^{[citation needed]}

With organisations facing increasing complexity and uncertainty in their operating environments some^[quantify] suggest a move away from competence-based approaches.^[15] In a future that is increasingly hard to predict leaders will need to see opportunity in volatility, spot patterns in complexity, find creative solutions to problems, keep in mind long-term strategic goals for the organisation and wider society, and hold onto uncertainty until the optimum time to make a decision.^{[citation needed]}

Professionals in the field, including academics, consultants and corporate practitioners, have many strongly-held views on the topic. Best practice is a slippery concept in this field. There are many thought-pieces on the subject that readers may^{[original research?]} find valuable, such as “Debunking 10 Top Talent Management Myths”, Talent Management Magazine, Doris Sims, December 2009. Research-based writing is more difficult to find. The Corporate Leadership Council, The Best Practice Institute (BPI) and the Center for Creative Leadership, as well as the Human Resources Planning Society, are sources of some effective research-based materials.

Over the years,^[when?] organizations have changed their approach to succession planning. What used to be a rigid, confidential process of hand-picking executives to be company successors is now becoming a more fluid, transparent practice that identifies high-potential leaders and incorporates development programs preparing them for top positions.^[16] As of 2017 corporations consider succession planning a part of a holistic strategy called “talent management”.^{[citation needed]} According to the company PEMCO, “talent management is defined as the activities and processes throughout the employee life cycle: recruiting and hiring, Onboarding, training, professional development, performance management, workforce planning, leadership development, career development, cross-functional work assignments, succession planning, and the employee exit process”.^[16] When managing internal talent, companies must “know whether the right people, are moving at the right pace into the right jobs at the right time”.^[17] An effective succession-planning strategy, coupled with solid career-development programs, will help paint a more promising future for employees.^{[citation needed]}

Succession management[edit]

A substantial body of literature discusses succession planning. The first book that addressed the topic fully was “Executive Continuity” by Walter Mahler. Mahler was responsible in the 1970s for helping to shape the General Electric succession process which became the gold standard of corporate practice. Mahler, who was heavily influenced by Peter Drucker, wrote three other books on the subject of succession, all of which are out of print. His colleagues, Steve Drotter and Greg Kesler,^[12] as well as others, expanded on Mahler’s work in their writings. “The Leadership Pipeline: How to Build the Leadership Powered Company”, by Charan, Drotter and Noel is noteworthy.^[6]^{[need quotation to verify]} A new edited collection of materials, edited by Marshall Goldsmith, describes many contemporary examples in large companies.^[18]

Most large corporations assign a process owner for talent and succession management. Resourcing of the work varies widely – from numbers of highly dedicated internal consultants to limited professional support embedded in the roles of human-resources generalists. Often these staff resources are separate from external staffing or recruiting functions. As of 2017 some companies seek to integrate internal and external staffing. Others are more inclined to integrate succession management with the performance management process in order simplify the work for line managers.

Succession advisors[edit]

A prior preparation needs to be done for the replacement of a CEO in family firms.^{[citation needed]} The role of advisors is important as they help with the transition of leadership between the current-generation leaders and the successors.^{[citation needed]} Advisors help family-owned businesses establish their own leadership skills. This process is relatively long if the successors want to be accepted by all employees. They need to take higher managing positions gradually to be respected. During this process, the successors are asked to develop different skills such as leadership. This is where the role of advisors fully exemplifies its importance. It is when the managing position is shared between the first-generation leader, the second and the advisors. An advisor helps with communication because emotional factors between family members can badly affect the company. The advisors help manage everything during a predetermined period of time and make the succession process less painful and eventful for everybody. In these cases, an interim leadership is usually what is best for the company. The employees can get accustomed to changes while getting to know the future CEO.^[19]^[20]

Business Exit Planning[edit]

With the global proliferation of SMEs, issues of business succession and continuity have become increasingly common. When the owner of a business becomes incapacitated or passes away, it is often necessary to shut down an otherwise healthy business. Or in many instances, successors inherit a healthy business, which is forced into bankruptcy because of lack of available liquidity to pay inheritance taxes and other taxes. Proper planning helps avoid many of the problems associated with succession and transfer of ownership.

Business Exit Planning is a body of knowledge which began developing in the United States towards the end of the 20th century^{[citation needed]}, and is now spreading globally. A Business Exit Planning exercise begins with the shareholder(s) of a company defining their objectives with respect to an eventual exit, and then executing their plan, as the following definition suggests:

Business Exit Planning is the process of explicitly defining exit-related objectives for the owner(s) of a business, followed by the design of a comprehensive strategy and road map that take into account all personal, business, financial, legal, and taxation aspects of achieving those objectives, usually in the context of planning the leadership succession and continuity of a business. Objectives may include maximizing (or setting a goal for) proceeds, minimizing risk, closing a Transaction quickly, or selecting an investor that will ensure that the business prospers. The strategy should also take into account contingencies such as illness or death.^[21]

All personal, financial, and business aspects should be taken into consideration. This is also a good time to plan an efficient transfer from the point of view of possibly applicable estate taxes, capital gains taxes, or other taxes.

Sale of a business is not the only form of exit. Forms of exit may also include initial public offering, management buyout, passing on the firm to next-of-kin, or even bankruptcy. Bringing on board financial strategic or financial partners may also be considered a form of exit, to the extent that it may help ensure succession and survival of the business.

In developed countries, the so-called “baby boomer” demographic wave is now reaching the stage where serious consideration needs to be given to exit. Hence, the importance of Business Exit Planning is expected to further increase in the coming years.

Family business[edit]

Small business succession tends to focus on how a business will continue to operate once its founder or initial leadership team retires or otherwise leaves the business. While small businesses on the whole often fail after the departure of their initial leadership team, succession planning can result in significantly improved chances for a business’s continuation.^[22]

Within the context of succession planning, where a small business is owned by a group of managers or partners, thought should be given to the transition of the business to the partners, how departure from a business will be managed, and how shares or ownership interest will be valued for purposes of sale or buy-out.^[23]

When succession occurs within a company’s hierarchy, succession plans should consider issues that may arise relating to retention of the intended successor, the possibility of jealousy by other employees, and how other employees will respond when they learn of the succession plan.^[23] Additional issues are likely to arise if succession is to a family member,^[24] particularly if more than one child of the managing owner works for the business or if siblings who do not work for the business will gain shares without having invested time and energy in the business.^[23]

Small businesses and perhaps especially family businesses benefit from creating a disciplined succession process, involving,

Discussion and commitment by the shareholders;
Careful candidate selection; and
Integration and development of the selected successor.^[22]

No part of the process should be rushed, with the integration process being expected to take roughly two years.^[22]

Succession planning is a process and strategy for replacement planning or passing on leadership roles. It is used to identify and develop new, potential leaders who can move into leadership roles when they become vacant.^[1]^[2] Succession planning in dictatorships, monarchies, politics, and international relations is used to ensure continuity and prevention of power struggle.^[3]^[4] Within monarchies succession is settled by the order of succession.^[3] In business, succession planning entails developing internal people with managing or leadership potential to fill key hierarchical positions in the company. It is a process of identifying critical roles in a company and the core skills associated with those roles, and then identifying possible internal candidates to assume those roles when they become vacant.^[2] Succession planning also applies to small and family businesses (including farms and agriculture) where it is the process used to transition the ownership and management of a business to the next generation.^[5]

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