What are the intangible resources in the business resources of the enterprise?

What are the intangible resources in the business resources of the enterprise? There are tangible resources and intangible resources in an enterprise, but intangible resources often play an important role. Importantly, what are the intangible resources in business management resources? See if the information I compiled can help you. What are the intangible resources in the business resources of the enterprise 1

The intangible resources of the enterprise include patents, skills, knowledge, relationships, culture, reputation and capabilities

Like the tangible resources of the enterprise, they They are all scarce and represent the investment that companies must make to create certain economic value. In contemporary market competition, the role of intangible resources is increasingly valued by business practitioners. Among intangible resources, capabilities, as a potential source of sustainable competitive advantage for an enterprise, refer to a series of activities that a company does particularly well than other companies. It may appear in specific functions or may be related to specific technologies or product designs. Linkages, or the linkages that exist among the elements of a management value chain.

Intangible resources can exist at different levels of the enterprise, such as human resources, teams, functions, processes, projects or the entire organization. According to the different capabilities required, the competitiveness derived from intangible resources is divided into three levels: The first is the competitiveness of operating capabilities, which is mainly related to the efficiency of the production process. Competitive advantage can be gained through scale, experience, and the substitution of capital for labor. Another way of competition is the competitiveness of entrepreneurial capabilities, which comes from a new combination of organization and business. The competition of operating capabilities and the competition of entrepreneurial capabilities can be understood through the activity-based perspective in strategic management theory, such as Porter's discussion of cost leadership and product differentiation: cost leadership strategy embodies the competitive advantage of operating capabilities, while Product differentiation strategy is closely related to the competition of entrepreneurial ability. The third type of intangible resource competitiveness, that is, the competitiveness of the ability to sign contracts to effectively mobilize some incompletely tradable intangible resources, is called the competitiveness of the ability to sign contracts.

The composition of enterprise intangible resources

Enterprise as a social and economic organization. While owning tangible resources such as factories, sites, equipment, and funds. There are also a wide variety of intangible resources that are difficult to measure and grasp. Such as trademark rights, patent rights, proprietary technology, customer relations, corporate image, corporate culture and many other aspects, these intangible resources play an indispensable role in the production and operation process of the enterprise.

1. Trademark rights. A trademark is a mark used to identify specific goods or services. It refers to the right to use a specific name or pattern on a specified type of goods or products. It generally includes two aspects: exclusive use rights and prohibition rights.

2. Patent rights. Patent rights refer to the exclusive rights granted by the national patent authority to applicants for inventions and creations within a certain period of time. Patent rights generally include three aspects: invention patent rights, utility model patent rights, and design patent rights. Patent rights have a validity period stipulated by law. In my country, invention patents have a validity period of 20 years, and utility model and design patents have a validity period of 10 years. After the legal validity period, anyone can freely use the patent. Patent rights generally have the characteristics of specificity, term, and profitability. What are the intangible resources included in enterprise operating resources? 2

Enterprise resources mainly include the following contents:

1. Tangible resources

Mainly refers to financial resources and physical resources , they are the basis of business management activities, and their value can generally be calculated through accounting methods.

2. Financial resources

It is the monetary embodiment of the material elements and non-material elements of the enterprise, which is specifically reflected in the things that have happened and can be recorded in the account using accounting methods. Various economic resources that can be measured in currency, including funds, claims and other rights.

3. Physical resources

Mainly refers to fixed assets that have material form during use, including factory workshops, machinery and equipment, tools and equipment, production materials, land, houses, etc. kind of corporate property. Because most fixed assets have a large unit value, a long service life, a strong physical form, and poor liquidity.

4. Intangible resources

Mainly include time and space resources, information resources, technical resources, brand resources, cultural resources and management resources, etc. Compared with tangible resources, intangible resources seem to have no obvious material carrier and appear intangible, but they have become the basis for supporting the development of enterprises and can bring incomparable advantages to enterprises.

5. Time and space resources

Refers to the economic time and economic space that enterprises can use in the market as public resources. Time resources (economic time) refer to natural time or calendar time that is directly or indirectly developed and utilized by human labor. What are the intangible resources included in enterprise operating resources? 3

There are five main categories of enterprise operating resources, namely: capital resources, human resources, market resources, social resources and information resources. The five types of operating resources of an enterprise are all

First, the enterprise has its own resources.

Owned resources refer to resources that are owned by the enterprise and can be freely disposed and used by the enterprise. This resource is the foundation for enterprise development and the main basis for enterprise decision-making. But whether it can play a fundamental role in enterprise development depends entirely on its management. If you manage it properly, through configuration and application, and make full use of it, you will not only achieve development based on it, but turn it into a fulcrum through which to leverage a wide range of other things that are not owned by you. The resources of social and economic organizations serve the existence and development of their own enterprises to achieve cross-position and transcendent development of enterprises and enable enterprises to develop at an exponential speed. If it is not managed, but simply regarded as a constraint for enterprise development decision-making, it will constitute the entire operating resources of the enterprise. The nature, structure and quantity of self-owned resources are determined and are the sum of various resources owned by an enterprise at a specific point in time. Its constraints on corporate decision-making are a hard constraint that cannot be surpassed in the short term. But from a long-term analysis, its constraints on decision-making are no longer a hard constraint. If this time period distinction is not made, whether it is used as a hard constraint on decision-making or as a flexible constraint, it will be one-sided. To grasp the nature of its constraints on corporate decision-making, it is a prerequisite to accurately grasp its nature, structure and quantity through accounting. Because what is certain does not mean that it is known.

Second, companies can borrow resources.

Borrowable resources refer to resources that are not owned by the enterprise, but can obtain direct or indirect control and use rights through certain methods, so that resources that are not owned by oneself can be obtained Serve the existence and development of your own enterprise. This resource is a very uncertain amount. If an enterprise's existing resources are managed properly, they are supporting resources for the enterprise's existing resources. It is the sum of external resources leveraged by the enterprise's existing resources as a fulcrum. Therefore, it may be several times the enterprise's existing resources. resources. Operating an enterprise means operating the very limited existing resources owned by the enterprise, and borrowing external resources not owned by the enterprise by converting the enterprise's existing own resources into fulcrum resources to achieve cross-position development. If it can only develop through self-accumulation and rolling development based on the company's existing resources, it cannot be running a business, but can only be regarded as a chicken farmer: buy an egg with a steel banger, use the egg to hatch chicks, and raise the chicks. Chickens are raised to lay eggs and then hatch chicks... To run a business, you need to use a steel boom to build a chicken coop and let other people's chickens lay eggs. After one steel boom becomes more steel booms, you can build more chicken coops... Only entrepreneurs who actually run the company pay attention to this kind of resource in corporate decision-making, and more people simply cannot see its existence. Some century-old stores will still be just an old store a hundred years later, with an old store name, but neither scale nor efficiency have achieved the development they deserve. The reason for this is that the existence of such borrowable resources is ignored.

Saying that borrowable resources is a very uncertain quantity does not mean that it cannot be estimated. Its nature, structure and quantity are related to the nature, structure and quantity of the enterprise's existing resources. In a short period of time, it is determined by the nature, structure and quantity of the company's existing resources. Although the business project selected by the enterprise decision-making will directly affect the nature, quantity and structure of the borrowable resources due to its size, risk level and profitability.

The nature, content and scale of the projects operated by the enterprise will not only directly affect the confidence and willingness of investors, but also make them make completely different choices on whether to directly invest in shares or whether to invest indirectly to provide credit support. It will also cause people from different aspects and levels of society to pay varying degrees of attention, and then choose to support or resist. However, the choice of this kind of business project is based on the nature, structure and quantity of the company's own resources. Companies can only choose projects where they can make a difference. The nature, structure and quantity of an enterprise's own resources directly restrict the scope and content of the business projects in which the enterprise can make a difference.

There are certain ways to borrow resources, mainly three:

1. Leasing. That is, obtaining the right to control and use other people's resources by ensuring returns on the use of other people's resources. This approach is limited by the company's project profitability, debt ratio and reputation. No one will rent resources to companies with low project profitability, high debt ratios, and bad credit. In other words, the profitability level, debt ratio and reputation of corporate projects directly determine the nature, structure and quantity of operating resources that can be obtained through leasing.

2. Share portfolio. That is, by absorbing other people's shares as shares, other people's resources are incorporated into the operating resources of one's own enterprise. But this is subject to the constraints of the company's project profitability and the scale of its own resources. Any investor will calculate the return rate and risk of investment, and no one will unconditionally transfer his or her resources to others for control and use.

3. Cooperation. That is, by establishing partnerships with other social and economic organizations, the partners transfer the control and use rights of the resources they own, so that the enterprise can obtain direct or indirect control and use rights of external resources. However, the establishment of this kind of partnership is also conditional, that is, the enterprise must have resources that can bring more benefits to the resources owned by the partners, so that the partners can directly obtain more benefits from this cooperation and independently use their operating resources to make more profits. Many benefits. Resources that can bring benefits to partners and make their resources more effective are mainly management, funds, technology, materials and markets. Management, funds, technology, materials and markets directly constitute the cooperation tools for enterprises to absorb the resources of other social and economic organizations through cooperation, and also directly determine the nature, structure and quantity of resources owned by partners that enterprises can obtain.

Third, resources can be developed.

Developable resources refer to the fact that although the enterprise does not currently possess such resources, the enterprise has the ability to create and accumulate such resources, and can develop and create such resources within a foreseeable time. It is actually the change in the nature, structure and quantity of the company's existing resources at a certain point in the future. This resource is a relatively certain amount, and it is a resource that any self-employed chicken farmer knows how to use. Corporate decision-making is not just about allocating existing resources, but at least allocating resources that can be developed and accumulated in the future. Enterprise decision-making is the plan and arrangement of future activities of the enterprise. This kind of plan and arrangement includes both short-term and long-term. Planning and arranging the long-term activities of the enterprise will inevitably use the resources developed and accumulated in the relatively short future. In the certain future, it is relatively certain to what extent the nature, structure and quantity of the company's existing resources can be changed and added value. If the enterprise does not even know how to use this resource when making decisions, and whether short-term or long-term decisions are limited to the enterprise's own resources, the enterprise will not be able to develop. Although the change and value-added in the nature, structure and quantity of the operating resources that an enterprise can develop are related to the choice of allocation method of the company's own resources, different choices may bring about completely different degrees of change and value-added, but its changes and value-added The extent is determined by the nature, structure and quantity of the company's own resources. Therefore, its changes and added value can be accurately estimated through comparative analysis.