Making Intangibles Tangible: Companies Must Rethink Value Creation Beyond Brands
December 06 | James Gregory, Senior Fellow, The Conference Board | Comments (0)
I offer a Theory of Intangible Capital, a conceptual framework that includes brand as well as other internally grown unaccounted assets that don’t appear on the balance sheet but are reliable drivers of corporate value. Intangible capital is about understanding how intangible assets that you manage fit into the big picture of the total market value of the company.
Making Intangibles Tangible: Not Including Intangible Assets in Financial Statements Can Lead to Consequences
October 22 | James Gregory, Senior Fellow, The Conference Board | Comments (0)
We need a new conceptual model that incorporates the idea that intangible assets directly connect to business strategy. That way, they can financially impact both revenue growth and shareholder value. After all, a company develops its brand to improve its bottom line because consumers prefer to purchase from companies they know and favor. The same holds true for investors who buy the stock of companies they know and trust.
Overlooking Communications: Why Strategists Are Missing a Trick
October 22 | Jeff Pundyk, Senior Fellow, The Conference Board Marketing and Communications Center | Mark Leiter, Chairman, Leiter & Company | Comments (0)
Developing compelling strategic communications is essential to successfully creating and implementing strategy across the enterprise—but it also touches the preparation of annual leadership team and shareholder meetings, large M&A deals, investor roadshows, divestitures, reorganizations, and a host of other high value, high stakes strategic events. It is present at every moment when you need to move an organization forward.
Making Intangibles Tangible: The Benefits of Measuring Intangible Assets
September 26 | James Gregory, Senior Fellow, The Conference Board | Comments (0)
There are certain basic concepts, such as intangible assets, that as a manager you should know well. Why? Because intangibles are meaningful and material to your business at many different levels, and yet you cannot rely on accounting to help manage them because intangibles are not on your company’s balance sheet unless they have been acquired.
Making Intangibles Tangible: Who is to Blame When Brands are Written Down?
September 11 | James Gregory, Senior Fellow, The Conference Board | Comments (0)
It is time to rethink brand write downs and for all managers to see their real value. Building intangible capital models for evaluating the accretive value and potential of brands is a logical way to understand whether the investment requested for marketing is worthwhile.
If Innovation is Everything, It’s Nothing: How to Strategically Measure What Matters
September 10 | Erin Grossi, Managing Director of Digital Strategy & Innovation, Accenture | Comments (0)
For innovation leaders, mandates for metrics from CEOs and CFOs are nothing new, but how do you measure the competencies that help companies become better innovators, such as creating an innovation culture, or being better prepared to work on diverse teams?
The “Culture of Innovation” Advantage
June 10 | James Gregory, Senior Fellow, The Conference Board | Comments (0)
Culture of innovation is a powerful driving force for corporations. The bigger picture, however, is that when the culture of innovation is measured consistently with other descriptive attributes, the results can reliably predict the cash flow multiple. The clear implications are that managers who need to justify and provide accountability for their budgets have a new tool to measure, value, and manage return on investment for intangible assets.
Goodwill vs. Intangible Assets — A Lesson Learnt from a Recent $15 Billion Write Down
May 17 | James Gregory, Senior Fellow, The Conference Board | Edgar Baum, Founder & CEO, Avasta Incorporated | Comments (0)
Goodwill on the balance sheet isn’t good enough. Until a better, more transparent accounting, or fair value method replaces goodwill, intangible assets will remain impossible to manage and unaccountable to shareholders. Not providing transparency will have consequences such as significant write-downs ($15 billion write-down for the acquisition of Kraft) of brands and restatements of financial reports.