Peloton’s Intangible Assets In-Plain Sight…

Michael D. Moberly is a Business Intangible Asset Strategist, Risk Mitigator, and Founder – Principal of kpstrat and ‘Business Intangible Asset Blog

Experientially, I find several recent Peloton communications, particularly the memo referenced here, to be elusively abstract with respect to recognizing their existence + success lie in – emerge directly from intangible (non-physical) assets.

Peloton CEO Barry McCarthy’s memo to employees about Peloton price changes, layoffs, third party delivery & more – Peloton Buddy (

Peloton, like most businesses today, irrespective of sector, is intangible asset intensive, dependent, and reliant.  Business leaders’ operational unfamiliarity with business things intangible, and/or risk materializing to adversely target – effect particular intangible assets can, and frequently does. lead to asset undermining – devaluation.

I encourage business’ communications to not-be reluctant to recognize (internally- externally) their foundationally unique and brand specific intangible assets which they rely – depend.

That’s because it is these product – service – brand specificintangibles which translate – converge as rationale to-for…

  • sustainable operating cultures to consistently produce products + deliver services,
  • deemed adaptably attractive to-for projective buyers and users for a lucrative indeterminate future.

Unraveling + ensuring the developmental origins of those ‘mission essential’ intangible assets is legitimate represents a (fiduciary) obligation, as does reasonably safeguarding same from risk, e.g., disputes of ownership and/or doubts of accessibility and sustainability, etc., that translate to asset – product skepticism and devaluation relative to markets, buyers, and investors.

The Business Intangible Asset Blogwishes to responsibly – knowledgeably, and experientially introduce readers to relevant perspectives and circumstances in which business’s unique and often proprietary intangible assets play mission essential roles to…

  • valuation, competitiveness, revenue generation capability-capacity, operating culture, and transaction (buy, sell, supply, sustainability, and license, etc.) attractivity.

Not-in-frequently, a business’s unique (mission essential) intangible assets which preferably converge – embed in products-services, reputations, and operating culture, are…

  • un-recognized, under-appreciated, un-differentiated, under-utilized, under-valued, un-safeguarded, and otherwise, at risk – at the will of economic – competitive advantage adversaries and social media misinformation – trolling activities.

Experientially, leader appreciation for – articulation of the various ways and contexts which intangible assets apply operationally and contribute to (product/service) differentiation, attractivity, and valuation in this ‘memo’, is far from sufficient or specific for any business which is reliant – dependent on business things intangible.

The origin – development – ownership of a business’s ‘mission essential’ intangible assets, i.e., their valuation, taxation, and materiality-life cycle, etc., really matter to transferability, buy-sell transactions, and/or licensing potential.

It is routineto hear ex post facto expressions of frustration by business leaders, et al, who hold, have developed, and apply – rely on intangible assets, while other parties to-a-matter…

  • prefer-seek to conventionally moderate – regulate the transferability, value-ability, and sustainability of intangible assets in play – in their favor.

Often overlooked dimensions to business communications and/or transactions dependent – reliant on valuation of particular-intangibles, is…

  • acknowledging those assets’ contributory roles – value adds which have been influenced by the right collections – collaborations of intangible asset developed – introduced at the right time, in the right place, in the right way, at the right cost.

Today – foreseeable future, there should be no debate that businesses are increasingly – substantially more intangible asset intensive, dependent, and reliant, irrespective of sector, size, stage, maturation, revenues, products, or services.

Agreed, business leaders – marketers, et al, are generally trained and experientially versed in conventional – generational methods, venues, and language to project attractive – favorable perceptions of a product, service, offering, operating culture, and/or a launch, or transaction, etc., via its intangibles.

Authentically communicating samewhenever, however, wherever, accordingly, represents a (fiduciary) obligation for which ‘operational familiarity’ with business things intangible is a pre-requisite.

kpstrat’s unique specialty respectfully guides – aids business leaders, management teams, boards, and investors across sectors, to recognize, develop, differentiate, and apply their specificintangible assets more effectively, lucratively, competitively, and sustainably.

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.

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