What Are the Different Methods of Total Asset Management?

It is the management of intangible assets (skills, human capital, information, etc.). With the progress of human society and the continuous development of science and technology, especially modern information, the economic growth of countries around the world is increasingly dependent on knowledge, and the profitability of enterprises will also be affected by the environment. The economic life of intangible assets is also the same, especially It is an era of knowledge explosion, the generation and application of intangible assets such as knowledge, skills, human capital and information, which makes each country place the acceleration of scientific and technological progress, intellectual property rights, and strengthening the management of intangible assets in the important position of national economic development . It is only natural that modern enterprises attach importance to intangible asset management.

Intangible asset management

(Management method for intangible assets)

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Is for intangible assets (skills, human capital, information, etc.)

Due to the concealment, non-independence and other characteristics of intangible assets, it is easy to make people ignore the existence of intangible assets, and it is difficult to make people believe that these invisible and intangible things can be used as corporate capital. Facing this situation, first of all, we should vigorously publicize the knowledge of intangible assets, establish a modern concept of capital, and let people realize that not only corporate trademarks, patent rights, and proprietary technologies are valuable intangible assets of enterprises, but also Make them aware of the internals of a company

As an operator of a state-owned enterprise, due to the status of intangible assets

The market value of an enterprise fluctuates due to the impact of expected profit potential, and the network can precisely show the future

How can we understand the situation of customers?

Many companies use a uniform rate of return or current value as a standard when assessing customer value. This criterion may be helpful in evaluating specific plans, but

Intangible assets play an increasingly important role in the process of creating profits for enterprises. Therefore, financial managers should pay more and more attention to the evaluation and management of intangible assets. The choice of intangible asset management tools and methods is not to pursue the accuracy of accounting, but to balance the investment allocation of tangible assets and intangible assets, and give full play to the value of intangible assets.

"Customer relationship" is one of the most important intangible assets of an enterprise. Whether it can effectively manage the customer base is the key to determining the success of the enterprise. This article focuses on customer relationship management as an example, and makes a detailed analysis of how to manage intangible assets from a financial perspective. The author points out that the first problem that financial managers need to solve in the process of evaluating and managing intangible assets is to adapt the business operation strategy to the requirements of the enterprise development strategy, so they should work closely with other functional departments to understand the intangible assets of each department. Situation and assess its potential role in business development.

Most corporate finance managers can accurately calculate how much a company spends on advertising, marketing or training. But assessing the return on brand, research and development, intellectual property, and customer relationships is not so simple. In a modern economy, companies must learn to accurately evaluate and develop intangible assets in order to establish an advantage in the competition.

Intangible assets are all non-material assets owned by an enterprise, and their value cannot be measured by ordinary accounting methods. The management of many enterprises often ignores intangible assets and rarely evaluates or manages them, but investors attach great importance to the intangible assets of enterprises.

What exactly does the so-called "intangible asset" include? Basically, it refers to the "soft" assets owned by an enterprise: holding patents, software, brands, trademarks, logos, franchise rights, scientific research and development resources, ideas, expertise and customer relationships. Utilizing intangible assets, companies operate tangible assets and create income for corporate shareholders.

The six types of intangible assets that have the greatest impact on the value of an enterprise are: customers, brands, scientific research and development, intellectual property and copyright, corporate reputation, and human resources. The impact of corporate intangible assets on corporate shareholders is growing.

In order to complete the core functions of financial management and efficient capital allocation, financial management personnel must be able to evaluate and manage the intangible assets of the enterprise. There are many methods and tools to help financial managers in this rapidly changing field. Some of these tools and technologies are mature, while others are yet to be perfected.

The key to selecting intangible asset management tools and methods is not to pursue accounting accuracy, but to firmly grasp two goals: first, establish a quantitative evaluation system that includes both tangible and intangible assets; second, coordination The relationship between the two maximizes its value.