STRATEGIC ASSET MANAGEMENT

Intellectual Property Assets
• Assets that result from the activities of the mind
1. Trademarks include all service marks, trade
names, designs logos, seals and symbols that are
uniquely developed by an individual,
organization or groups
2. Software (OS, program & application)
3. Original literary, music and art
4. Trade secrets (all technical information)
when organization possesses these assets – the
firms has organizational monopoly

Human Resource Assets
• Human resource assets are the strengths of
organizations that consist of:
1. Collective “expertise” (professional competence)
2. Personal traits (inspire, ingenuity, integrity)
3. Creative and problem solving capabilities
4. Managerial, entrepreneurial, and competency
asset skills (management functions
5. Human centred assets
Possession of human resource assets creates both
leverage and a competitive edge

Marketing Assets
• Market assets are results of market-related
intangibles such as:
1. Brands – effective means of market supremacy
2. Company names
3. Customer loyalty (repeat business)
4. Distribution channels
5. Alliances and linkages

Market Dominance brought about by market
assets:
1. An effective but less expensive medium for
product and service identification – branding
creates popularity and awareness
2. A company name that is well known
increases the financial worth
3. Repeat business is a by-product of customer
loyalty
4. Increased product and service sales result
from efficient and well-organized modes of
bringing goods to the public

Infrastructure Assets
• Infrastructure assets include:
1. A lean organizational structure – a flat structure
lessens bureaucracy
2. Organizational culture or unique way of thinking
(a smooth blending of: beliefs, attitudes, values
and philosophies)
3. Managerial and functional work practices
4. Technology is based in scope and perspective
Possession of infrastructure assets brings a
comparative advantage

Strategic Asset Management
Intellectual Property
Ownership Assets
Market Assets
Human Resources
Assets
Monopoly
Dominance
Leverage
Infrastructure Assets Comparative
Advantage

Asset Management Strategies
Competency Learning
Competitive Innovation
Strategic Enhancement
Asset
Management
Strategies

Competency Learning: Laying the
Groundwork
• Competency refers to the knowledge, attitudes
and skills expected of an individual in carrying his
job tasks.
• It is aligned to the vision-mission
• It is a necessary tool for the actualization of
organizational plans and the implementation of
strategies
• It puts emphasis on evaluation and accountability
of performance and essential in attaining
productivity

Classifications of competencies include CORE,
FUNCTIONAL and MANAGERIAL
1. Core competencies are basic (ex. Integrity is
expected of every employee)
2. Functional competencies are expected of
employees performing job functions in
marketing, production, human resource,
technology and finance
3. Managerial competencies are administrative
and attitudinal in nature (management
functions)

Strategic Enhancement: “Widening the
Horizon
Different ways in strategically enhancing an
organizational memory based system:
1. Maximize the reach of infrastructure technology.
Computers are perfect mediums for broadening
new business possibilities, like systematizing
documentation and operation
2. Need to appreciate the business value of
knowledge, information and communication
technology. By managing infrastructure
capabilities, business performance can be
actualized and improved by:

• Creating a data-based portfolio of customers,
suppliers, competitors and all information
• Undertaking systematic computer-based
recording and application of knowledge in
systems, processes and programs
• E-marketing and e-trading to sell
• Using communications technology to minimize
time leaks
• Availing of courier hubs for fast delivery

Strategic Enhancement: “Widening the
Horizon
Different ways in strategically enhancing an
organizational memory based system:
3. Conduct formal and informal training
4. Systematize a process of enriching job pathing
of employees from being starters with zero
knowledge to becoming learners thru
supervised apprenticeship
5. Empower employees
6. Interact with experts

Strategic Enhancement: “Widening the
Horizon
Different ways in strategically enhancing an
organizational memory based system:
7. Prepare programs for employees leading to
attitudinal change
8. Provide access to needed resources
9. Broaden networking thru strategic alliances
10. Analyze cultures

Competitive innovation: “Creating
Bargaining Power”
• Innovation assures business sustainability,
competitive advantage and creating bargaining
power. It can refer to:
1. creating, conceptualizing or inventing new ideas.
Originality in action, re-engineering new insights
2. Bringing a paradigm shift from the conservative
mindset to that of openness, aggressiveness,
adaptability to needed changes
3. Revolutionizing a synergistic outlook and willing
to invent new ideas

Innovation Scenarios
1. Differentiating existing products and services
(improvements, highlighting features and
attributes)
2. Reinventing products and services – repackaging
or reintroducing a product
3. Continuously experimenting (researches for new
products)
4. Applying recent and new technologies in
information or communication that will
significantly change organizational structures
and systems for optimality

Innovation Scenarios
5. Changing business models. This involves
generating a new framework and approach
characterize by innovative, smart and strategic
ideas and plans in pursuing and conducting a
business
6. Creating new products and services to
“futurize” the organization.
7. Widening the breadth and depth of
intellectual capital found in individuals, teams
and departments, particularly intellectual
property assets and ownership

• Competencies today are more important than
seniority. The degree of performance or
delivery of outcomes is a significant indicator
of how individuals will succeed in their
respective careers.
• Strategic enhancing widens one’s career
horizon while achieving competitive
innovation creates his/her bargaining process.