Business Interference

This is the strongest form of the claim because it involves a breach of a binding agreement. To prevail we must prove that a valid contract existed between the plaintiff and a third party and that the defendant knew of this contract. The core element is inducement. We must show that the defendant intentionally induced a breach of that contract through their actions.

We focus on gathering evidence of this inducement. Did the defendant offer a bribe or spread false rumors to force the breach? We gather emails and internal memos to prove that the defendant actively targeted the contract. If the contract was void or illegal to begin with the claim fails so we also scrutinize the underlying agreement for enforceability.

This claim protects future business relationships that have not yet been solidified into a contract. It applies when a competitor sabotages a deal that is in the negotiation phase. The legal bar here is higher because there is no binding contract yet.

The plaintiff must prove that the conduct of the defendant was independently wrongful. This means the interference must involve an act that is illegal in itself such as fraud or defamation or physical violence. We argue that aggressive competition like offering a lower price is not wrongful. To win we must show that the tactics used were structurally unfair and went beyond the norms of industry rivalry.

A common tactic involves a dominant market player forcing suppliers to boycott a smaller competitor. They might threaten to pull their own massive orders unless the supplier drops the rival. This creates a choke point that can strangle a business.

We litigate these cases as hybrid antitrust and interference matters. We gather testimony from the suppliers who felt coerced. We argue that this conduct is not competition on the merits but an exclusionary practice designed to cripple the production capabilities of our client. We seek injunctions to restore the supply chain immediately to prevent bankruptcy.

When a competitor hires away a key executive it is often to gain access to their knowledge of confidential client lists. If they encourage that executive to breach a non-compete agreement or to solicit their former colleagues it constitutes business interference.

We file lawsuits to enforce the restrictive covenants and sue the new employer for inducing the breach. We argue that the hiring was not a talent acquisition strategy but a raid designed to cripple the operational leadership of our client. We seek damages for the cost of recruiting replacements and for the lost revenue from clients who followed the departing executive.

The law encourages competition. A company is generally free to solicit business from the customers of a competitor provided they do not use wrongful means. This applies even if it damages the competitor.

We assert the competition privilege. We prove that the interest of our client was not to harm the plaintiff but to advance their own business. If we offered a better product at a better price and the customer voluntarily switched that is the free market at work and not a tort. We use market analysis to show that the decision of the customer was driven by value rather than by any alleged interference.

Truth is an absolute defense. If a defendant induced a breach by telling a customer the truth there is no liability. For example informing a customer that the plaintiff is insolvent or under investigation is protected speech.

We gather evidence to substantiate any statements made to third parties. If we warned a supplier that the plaintiff was about to go bankrupt and they were our warning was justified to protect the supplier. We argue that providing truthful information that allows a third party to make an informed economic decision cannot be the basis for a business interference liability.

We hire forensic accountants to project the revenue stream that was interrupted. We look at the history of the relationship and industry growth rates. If a five-year contract was breached in year one we calculate the present value of the remaining four years.

We also seek consequential damages which are the ripple effects of the breach. This might include the cost of shutting down a factory line or the reputational damage that prevented other deals. We present a comprehensive damage model that captures the full economic footprint of the interference.

Because business interference requires intentional misconduct it opens the door to punitive damages. These are designed to punish the defendant and deter future bad acts.

We argue for punitive damages when the conduct was particularly egregious such as using fraud or bribery or blackmail. We present evidence of the wealth of the defendant to the jury to argue that a significant financial penalty is required to get their attention. Punitive damages can often exceed the actual compensatory damages turning a commercial dispute into a company-ending event for the defendant.

Competitors often hire bot farms to flood the page of a rival with one-star reviews or false complaints to drive down their rating. This directly impacts sales on platforms like Amazon or Yelp.

We treat this as digital tortious interference. We use data analytics to identify patterns in the reviews such as identical timestamps or IP addresses that prove coordination. We sue the competitor for the lost sales during the period of the attack. We also seek court orders to force the platforms to remove the fraudulent content.

Some competitors buy domain names similar to the plaintiff to divert traffic. This is known as typosquatting. Others buy ads on search terms for the trademark of the plaintiff to steal customers.

We litigate these as interference with prospective economic advantage. We argue that the defendant is intentionally confusing customers to steal traffic that was destined for our client. We use click-through data to quantify exactly how many customers were diverted and calculate the conversion rate to estimate the lost revenue.