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The strength of the alliance or network significantly
impacts the leverage any one company may have in
its market, and therefore affects its value. Think of
how Dell Computers made it big by leveraging on its
suppliers such as Intel, HP, etc. . And Cisco has built
its entire business model around the internet, and
heavily relies on outsourced service providers to fulfil
its business cycles from ordering over manufacturing
to delivery and billing. Although its partners may not
take the front stage, they are nevertheless crucial in
assuring the quality that Cisco sells to its customers.
The ideas become more dispersed here, but careful
A second crucial observation is that, apart from harvesting yields a list of 100 to 150 elements.
Structural Capital, the base IC classes are in fact
shared capital (Stewart, 1997). For instance, Human The next development concentrates on the attributes,
Capital (HC) is shared with its ‘owners’: when the variables and parameters that are linked to or
person leaves, he/she takes his/her skills & characteristic for the element at stake.
competences, reputation and potential along. Similar
rules apply to both Customer Capital (CC) and
Strategic Alliance Capital (SAC): when the customer
takes his business elsewhere or an alliance breaks
up, the customer’s revenue potential and
partnership’s leverage are lost and a “zero-sum
game” relationship is restored.
However, not all may be lost in such extreme but
realistic scenarios since at least the customers’ name
may remain on the company’ reference list, and a
former partner may still perform as arm’s length
supplier: these indicate that some CC and SAC has
become structural, and is therefore unaffected by the
departure of a customer, respectively strategic
alliance.
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innovative spirit of the management. And then there The former follows the same principles used for
is silence … tangible assets, e.g. the building of a new plant
(which is comparable to building knowledge in a staff
What is missing? The answer is simple and twofold: member). The latter requires more complex
1. The value of IC assets needs to be expressed in econometrical formulas based on parameters and
ONE and the same common denominator, so variables typical for each element.
that values can be added up and compared, i.e.
money, the only measure known and understood
by everyone;
2. The report format needs to be clear, known and
understood by the average manager. Maybe a
classical (financial) balance sheet format might
fulfil this requirement.
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