① technical resources
Technical resources of enterprises, especially patented technologies owned by enterprises, including patents, trademarks, copyrights and trade secrets. Although it is sometimes difficult to clearly define whether the technical resources of an enterprise are owned by the enterprise or employees, there is no doubt that technical resources are one of the important weapons for enterprises to enhance their core competitiveness.
② Reputation resources
The reputation of an enterprise is often composed of market position, image, service to customers and fairness to employees. With the narrowing of product and technology differences, corporate reputation and corporate image are playing an increasingly important role in market competition.
③ Innovative resources
The innovation ability of an enterprise is the result of the interaction of human resources, corporate culture and technical ability.
This is particularly important in technology-led industries. The innovation ability of an enterprise is directly related to the release time of new products and the advantage of leading competitors. For example, Intel in the semiconductor industry, Microsoft in the software industry, and the well-known IBM have more patents, more new products and more competitive advantages than their competitors because of their rich innovation resources.
As the source of ability, tangible and intangible resources are the key factors to develop the competitive advantage of enterprises. When resources are integrated or combined, their strategic value will increase. If an enterprise wants a series of resources to produce effects at the same time, it needs to combine unique tangible resources and intangible resources to produce capabilities.
Specific elaboration of intangible resources
Because intangible resources are more difficult to be understood, purchased, imitated and replaced by competitors, enterprises are more willing to regard intangible resources as the basis and source of their own capabilities and core competitiveness. In fact, the more invisible a resource is, the more lasting its competitive advantage will be. Moreover, intangible resources can be dug deeper.
This is the case with knowledge management in many enterprises. Different employees have different knowledge. Enterprises establish knowledge base, all employees can share other people's knowledge, and their own knowledge will not be reduced. The bigger this intangible knowledge network is, the greater the benefits everyone in the network will get.