What intangible resources are there in commercial resources? An enterprise has tangible resources and intangible resources, but often intangible resources play an important role. What intangible resources are there in commercial resources? See if the information I've compiled can help you.
What intangible resources are there in the business resources of an enterprise? 1 The intangible resources of an enterprise include patents, skills, knowledge, relationships, culture, reputation and abilities.
Like the tangible resources of enterprises, they are scarce and represent the investment that enterprises must pay to create certain economic value. In the contemporary market competition, the role of intangible resources has been paid more and more attention by enterprise practitioners. Among intangible resources, capability, as the potential source of enterprise's sustainable competitive advantage, refers to a series of activities that a company does particularly well than other companies. It may appear in a specific function, it may be associated with a specific technology or product design, and it may also exist in the connection of various elements in the management value chain.
Intangible resources can exist at different levels of an enterprise, such as human resources, teams, functions, processes, projects or the whole organization. According to the different required capabilities, the competitiveness from intangible resources can be divided into three levels: first, the competitiveness of business capabilities, mainly related to the efficiency of the production process. Competitive advantage can be obtained through scale, experience and replacing labor with capital. Another way of competition is the competition of entrepreneurial ability, which comes from the new combination of organization and business. The competition between management ability and entrepreneur ability can be understood through the activity-based viewpoint in strategic management theory, such as Porter's discussion on cost leadership and product difference: cost leadership strategy embodies the competitive advantage of management ability, while product difference strategy is closely related to the competition of entrepreneur ability. The third category of intangible resources competitiveness, that is, the ability competition of contractors to effectively mobilize some intangible resources that are not completely tradable, is called signing competitiveness.
Composition of intangible resources of enterprises
Enterprises as social and economic organizations. At the same time, it has tangible resources such as factories, venues, equipment and funds. It also has all kinds of intangible resources that are difficult to measure and grasp. Such as trademark right, patent right, proprietary technology, customer relationship, corporate image and corporate culture, these intangible resources play an indispensable role in the production and operation of enterprises.
1, trademark right. A trademark is a sign used to identify a specific commodity or service. Refers to the right to use a specific name or design on a specific commodity or product, which generally includes the right to exclusive use and the right to prohibit.
2. Patent right. Patent right refers to the exclusive right granted by the national patent authority to the applicant for a patent for invention and creation within a certain period of time. Patents generally include invention patents, utility model patents and design patents. Patents have a valid period stipulated by law. In China, the patent for invention is 20 years, and the patent for utility model and design is 1O years. Anyone can freely use a patent that has exceeded the legal validity period. Patent rights generally have the characteristics of specificity, duration and profitability.
What intangible resources are there in enterprise management resources? 2. Enterprise resources mainly include the following contents:
I. Physical resources
Mainly refers to financial resources and physical resources, which are the basis of enterprise management activities and can generally be accounted for.
Two. financial resources
It is the monetary embodiment of the material and non-material elements of an enterprise, and it is embodied in various economic resources that have occurred and can be accounted for by accounting methods and can be measured in money, including funds, creditor's rights and other rights.
Three. material resource
Mainly refers to the fixed assets with material form in the process of use, including factory buildings, machinery and equipment, tools and appliances, means of production, land, houses and other enterprise property. Because most fixed assets have large unit value, long service life, strong material form and poor liquidity.
Four. intangible resources
It mainly includes time and space resources, information resources, technical resources, brand resources, cultural resources and management resources. Compared with tangible resources, intangible resources seem invisible and have no obvious material carrier, but they have become the foundation to support the development of enterprises and can bring unparalleled advantages to enterprises.
Verb (abbreviation of verb) time and space resources
Refers to the economic time and economic space that enterprises can use as public resources in the market. Time resource (economic time) refers to the natural time or calendar time directly or indirectly developed and utilized by human labor.
What intangible resources are there in enterprise management resources? There are five main types of enterprise management resources, namely, capital resources, human resources, market resources, social resources and information resources. Five types of business resources owned by enterprises
First, enterprises now have their own resources.
Existing self-owned resources refer to resources that have been owned by enterprises and can be freely disposed and used by enterprises. This kind of resource is the foundation of enterprise development and the main basis of enterprise decision-making. But whether it can play a fundamental role in enterprise development depends entirely on its management. If we manage it properly, through configuration and application, we can not only realize the development based on it, but also turn it into a fulcrum. Through it, we can use the extensive resources of other social and economic organizations that do not belong to us to serve the existence and development of our own enterprises, so as to realize the leap-forward development of enterprises and make them develop at an exponential rate. If we don't manage it, only regard it as the constraint of enterprise development decision, it constitutes the content of all enterprise management resources. The nature, structure and quantity of existing resources are certain, which is the sum of all kinds of resources owned by enterprises at a specific time. Its constraint on enterprise decision-making is an insurmountable hard constraint in a short time. But in the long run, its constraints on decision-making are not hard constraints. If we don't make this distinction, both hard constraints and elastic constraints are one-sided. It is the premise to grasp its restrictive nature on enterprise decision-making and accurately grasp its nature, structure and quantity through accounting. Because sure doesn't mean sure.
Second, enterprises can borrow resources.
Borrowable resources refer to resources that are not owned by enterprises, but can be directly or indirectly controlled and used in a certain way, so that these resources that do not belong to them can serve the existence and development of their own enterprises. This resource is a very uncertain quantity. If the enterprise's existing resources are properly managed, it is the supporting resource of the enterprise's existing resources, and the sum of external resources based on the enterprise's existing resources, so it may be several times the enterprise's existing resources. Operating an enterprise is the very limited existing resources owned by the operating enterprise. By transforming the existing resources of the enterprise into fulcrum resources and borrowing external resources that do not belong to itself, cross-post development can be realized. If you can only accumulate and develop on the basis of the enterprise's own resources, you can't become a commercial enterprise, but you can only be regarded as a chicken breeder: buy an egg with a steel hanger, hatch chickens with this egg, and then hatch chickens ... To run a commercial enterprise, you need to build a chicken nest with a steel hanger to let other people's chickens lay eggs. After a steel boom becomes more steel booms, you can build more chicken nests ... this resource is decided by the enterprise. Some century-old shops are still only old shops after a hundred years, and their brand names are outdated, and their economies of scale have not been developed as they should be. The reason for this is to ignore the existence of this loanable resource.
To say that loanable resources are a very uncertain quantity does not mean that it is incalculable. Its nature, structure and quantity are related to the nature, structure and quantity of the existing resources of the enterprise. A short period of time is determined by the nature, structure and quantity of the enterprise's own resources. Although the business projects selected by enterprises will directly affect the nature, quantity and structure of loanable resources because of their scale, risk and profitability. The nature, content and scale of the projects operated by enterprises will not only directly affect investors' confidence and willingness, but also make them make completely different choices on whether to invest directly or indirectly to provide credit support. Moreover, it will make people from different aspects and levels of society pay different 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 enterprise's own resources. Enterprises can only choose projects that they can make a difference. The nature, structure and quantity of the enterprise's own resources directly restrict the scope and content of the business projects that the enterprise can make a difference.
There are three ways to borrow resources:
1. Rent. That is, by ensuring the return of using other people's resources, we gain the control and right to use other people's resources. This method is limited by the profitability, debt ratio and reputation of enterprise projects. No one will lease resources to an enterprise with low profitability, high debt ratio and poor reputation. In other words, the profitability, debt ratio and reputation of enterprise projects directly determine the nature, structure and quantity of operating resources that can be obtained through leasing.
2. Stock portfolio. That is, by absorbing other people's shares, the resources of others are merged into the operating resources of their own enterprises. However, this is limited by the profitability of enterprise projects and the scale of its own resources. Any investor will calculate the rate of return and risk of investment, and no one will unconditionally transfer his resources to others for control and use.
3. Cooperation. In other words, by establishing partnerships with other social and economic organizations, partners can transfer the control and use rights of their own resources, so that enterprises can obtain direct or indirect control and use rights of external resources. However, the establishment of this cooperative relationship is conditional, that is, the enterprise must have resources that bring more benefits to the resources owned by the partners, so that the partners can directly obtain more benefits from this cooperation by independently using their own business resources. The resources that can bring benefits to partners and make the resources of partners play a greater role are mainly management, capital, technology, materials and market. Management, capital, technology, materials and market 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.
Exploitable resources refer to the ability to create and accumulate such resources, which can be developed and created in a predictable time, although enterprises do not have such resources at present. In fact, it is the change of the nature, structure and quantity of the enterprise's own resources at a certain moment in the future. This kind of resource is a relatively certain amount, and it is a resource that any self-employed chicken breeder knows to use. Enterprise decision-making is not only the allocation of existing resources, but also the allocation of future exploitable and accumulated resources. Enterprise decision-making is the plan and arrangement of enterprise's future activities, both short-term and long-term. Planning and arranging the long-term activities of enterprises will inevitably use the resources developed and accumulated in the relatively short future. In the definite future, the nature, structure and quantity of enterprises' own resources can be changed and increased, which is relatively certain. If the decision-making of an enterprise doesn't even know how to use this resource, and the short-term and long-term decisions are limited to the existing resources of the enterprise, it is impossible for the enterprise to develop. The change and appreciation of the nature, structure and quantity of business resources that an enterprise can develop is related to the choice of its own resource allocation mode. Different choices may bring about completely different degrees of change and appreciation, but the degree of change and appreciation depends on the nature, structure and quantity of its own resources. Therefore, the change and increment can be accurately estimated through comparative analysis.