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SMMCG8[LN-6] Intellectual Capital, Core Competencies, Complementary Assets…

- - - - Software & Services: Accounted for 80% of total revenues
      - Hardware : Down to 18% of total revenues
- - - - Financial
        
        Organizational Capaabilities
        
        Intra-Organizational
        
        Inter-Organizational
        
        Industry Key Success Factors: Strategy
        
        Competitive Advantage
      - Physical
    - - Technology
      - Reputation
      - Culture
    - - Skills / know-how
      - Capacity for communication & collaboration
      - Motivation
- - - - Financial Outcomes
    - - Business Activities
        
        Intrinsic foundation and hidden assets
        
        Customer satisfaction/trust
        
        Good relationships external to the company
        
        Stable and dependable work processes
        
        Highly individual know-how
        
        Theoretical corporate culture
        
        Excellent human resource capabilities
      - Intellectual Capital
  - - - Knowledge
      - Educational
      - Level of qualifications
      - Skills
      - Work-related competencies&expertise
      - Innovativeness
      - Proactiveness
      - Enrepreneurial spirit
      - Talent
      - Other
        
        Professionalism
        
        Experience
    - - Intellectual Property
        
        Patents
        
        Copyrights
        
        Trademarks
        
        License agreements
        
        Other business rights
      - Infrastructure Assets
        
        Management philosophy
        
        Corporate culture
        
        Management processes
        
        Network systems
        
        Research and development
        
        Leadership
        
        Financial relations
      - Other
        
        Technologies
        
        Business processes
        
        Key managment attributes
    - - Brands
      - Customer list
      - Customer loyalty
      - Business collaborations
      - Market share
      - Supply chain
      - Distribution channels
      - Reputation
      - Stakeholder relations
      - Communication and information
      - Mergers and acquisitions
      - Joint ventures
      - Other
        
        Strategic partnerships
        
        Corporate image
- - - - Precision mechanics, microelectronics, and fine optics
    - - Adhesives, thin-film coatings, and new product development capability
    - - Engines and power trains
- - - - Control of complementary assets determines value distribution
    - - Can magnify the market impact of core competencies
    - - Generic (easily available, low bargaining power) vs. specialized (scarce, high bargaining power)
  - - - Core competencies create competitive advantage; complementary assets enable commercialization
    - - Core competencies require internal development; complementary assets can be built, bought, or accessed through partnerships
    - - Core competencies need protection and investment; complementary asset strategy depends on specificity and strategic importance
    - - Core competencies often upstream; complementary assets typically mid to downstream
- - - - 4️⃣ Plan Operations
        
        Execution
        
        5️⃣ Monitor & Learn
        
        6️⃣ Test & Adapt
        
        1️⃣ Develop The Strategy
        
        2️⃣ Translate The Strategy
        
        1 more item...
  - - - Performance evaluations and reward systems
        
        Helping make sure that what employees do is aligned with the company’s goals
    - - Shared values, beliefs, and behaviors in a company
        
        Influencing how people act at work
    - - How a company is set up
        
        Affecting how people communicate and make decisions