Michael D. Moberly, Principal, Founder kpstrat and ‘Business Intangible Asset Blog
Today, and for the foreseeable future…effective – competitive leadership and management of most every business, irrespective of sector, products, or services, is (will be) premised and dependent recognizing it is a (fiduciary level) obligation to seek – develop operational familiarity with business things intangible!
Unfortunately, many business’s intangible assets, for a variety of reasons, are still characterized – defined, and applied to accommodate…(conventional) rules of accounting, law, asset valuation, and taxation, etc., which seldom paint a clear and/or complete portrait of a business’s intangible assets and their various contributory roles and value-adds to competitive advantage, revenue generation capability-capacity, and business resilience and sustainability,
It is essential – obligatory, to recognize that the right intangible assets, introduced-applied in the right way, at the right time, at the right cost…
1. are unique blends, combinations, collections, and/or collaborations…to particular (business) processes, activities, investments, initiatives, and/or transactions, etc., which emerge – develop – materialize by introducing – applying intellectual, structural, and/or relationship capital which leaders legitimately develop, leverage, and apply to, (a.) enhance business value, competitiveness, (b.) generate new – additional sources of revenue, and (c.) create resilience and sustainability. Adapted by Michael D. Moberly from the fine work of Michael Porter, Harvard Business School
2.can manifest as economic – competitive advantage benefits…i.e., royalties, brand, licensing fees, valuations, etc., anchored in, (a.) distinctive features, processes, programs, and/or operating cultures, that (b.) individually – collectively contribute to business competitiveness, resilience, and sustainability, etc., by, (c.) creating efficiencies, building attractivity – value and generating (new, additional, more sustainable) sources of revenue. Michael D. Moberly
3.are a business’s primary source…of competitive advantage – valuation, which frequently lie in – emerge from (a.) proprietarily developed – held knowledge, knowhow, and their application, (b.) variously as intellectual, structural, and relationship capital, (c.) which a business, may apply – safeguard, and (c.) the special value which emerges, represents the unique understanding of how those particular-intangible assets can be (good-better-best) used-applied. Adapted by Michael D. Moberly from the fine work in McKinsey Quarterly, 2004
4.but, may-generally evolve over time…and may not consistently materialize as, a single outcome, planned action, or be the product – outcome of a single-specific decision regarding asset allocation. Michael D. Moberly (adapted from Brookings Institution – Understanding Intangible Sources of Value)
