Michael D. Moberly is a Business Intangible Asset Strategist, Risk Mitigator, and Founder – Principal of kpstrat and ‘Business Intangible Asset Blog
Leaders across business sectors are (fiduciarily) obliged to recognize that the attractivity of brands, et al, is reputation intensive, dependent, and reliant.
Experientially, as a business intangible asset strategist, I am inclined to frame reputation (in its most-tidiest sense) as…
- the convergence of discernible perceptions influenced by attractive forms – contexts of…
- intellectual capital ala knowledge – know how.
- structural capital ala processes – procedures.
- relationship capital ala associations, alliances, and sources, etc.,
- conveyed in a manner that addresses a purpose-demand, at the right time.
- that reflects internally as operating culture and translates externally as attractive consumable (brand, product, service, and/or expertise, etc.) which presumably can be differentiated.
We are reminded that 80+% of most business’s reputation, revenue generation capability – capacity, competitiveness, and sustainability, etc., lie in – emerge directly from intangible (non-physical) assets.
Preferably, reputation translates favorably todemand, competitiveness, reach, valuation, and revenue generation, etc., for a particular-brand, product, service, offering, and/or expertise and converges for attractive investment and sustainable price points, etc.
A business’ reputation emerges largely from particular-collections of intangibles, presumably experientially – differentiated and selected by leadership and received insofar as conveying – describing a need for a particular-offering, product, service, expertise, and/or operating culture.
Experientially, there are arrays of (often) fluctuating variables, factors, conditions, and risks, etc., which now can materialize – cascade @ keystroke speeds, irrespective of sector, to affect how, when, why, where reputation matters more…less.
Readers routinely see – read about examples of reputation wherein words – remarks – positions, etc., espoused by individuals holding a leadership – influencer role, are portrayed as being politically, socially, and/or ideologically linked and/or motivated.
The durability, resiliency, sustainability, competitive advantage, and valuation of business reputation, we are obliged to avoid presuming, is indeterminate.
Not infrequently, ‘portrayals – characterizations’ may be influenced by ‘other events of the day’ which may contribute to advancing, sustaining, or bringing suspect and doubt to the durability and sustainability of the (reputation) holder – espouser and to whomever – whatever they represent.
The link between an individual – business’ previous actions, behaviors, operating culture, and practices relative to present day – future reputation, is now seldom a ‘bright line’ determinate.
Business – institution reputations’ today and for the foreseeable futureare perspectives – perceptions to be developed, deserved, monitored, and honed, because…
- each is now sensitive – vulnerable to circumstantial characterizations – interpretations which can be influentially delivered asymmetrically @ keystroke speed and @ the will of others.
The ‘Business Intangible Asset Blog’ is experientially-researched, written, and produced by Michael D. Moberly, to provide perspectives, insights, and additional and sometimes alternative perspectives to readers, ala business leaders, management teams, boards, and investors, etc., to aid in identifying, distinguishing, assessing, valuing, safeguarding, and lucratively – competitively utilizing -applying their ‘mission essential’ intangible assets.
Readers are-encouraged to review and comment on this, and other posts wherein arrays of issues related to business things intangible are authentically and practically conveyed.
