Michael D. Moberly July 4, 2008
Depending on which report you read, it remains indisputable that 75+% of most companies’ value, sources of revenue, and future wealth creation lie in intangible assets (which include, among other things, IP, know how, competitive advantages, and brand).
The intangible manner which intangible assets facilitate, enable, enhance, and otherwise contribute to a companies’ value and sources of revenue through its products, services, business agreements, supply-distribution chain, reputation, goodwill, customer-client satisfaction or create efficiencies and competitive advantages represents its ‘relationship capital’. (Modified by Michael D. Moberly from the work of Denise Raybould)
Effectively leveraging the value of ‘relationship capital’ is dependant upon a companies’ interest and ability to sustain (protect, preserve) control, use, ownership, and monitor the value of those assets and their relationships to company products and services.
Exploiting a companies’ internal – external ‘relationship capital’ must be a priority because it can serve as a key differentiator in the market place and ‘pocket book’! Prudent and forward looking decision makers’ who align their companies’ intangible assets and IP with core business strategies have come to recognize their efforts will also serve as useful strategic planning guides to determine which assets really serve as contributors – drivers of value, revenue, and competitive advantages and warrant protection, preservation, and monitoring and those which don’t and thus should be sold, licensed, transferred, bartered, or discarded.