STRATEGIC CONTROL – APPLICATION OF APPROPRIATE MONITORING AND FEEDBACK SYSTEM

STRATEGIC ASSET MANAGEMENT – MAKING SURE ALL RESOURCES ARE WELL-MANAGED;

MANAGEMENT OF THE COMPANY’S COMPETITIVE ASSETS

ASSET – VALUABLE RESOURCES OWNED BY ENTITY; RESULT OF PAST EVENTS FROM WHICH FUTURE
ECONOMIC BENEFITS ARE EXPECTED TO FLOW TO THE COMPANY

COMPETITIVE ASSETS – TALENTS, ABILITIES, RESOURCES, PROPERTIES AND OTHER ENDOWMENTS

THAT PROVIDE “PLUS POINTS” OR COMPETITIVE ADVANTAGE TO AN ORGANIZATION.

4 TYPES OF COMPETITIVE ASSETS:

1. INTELLECTUAL PROPERTY ASSETS

– PRODUCTS OF PURPOSIVE RESEARCH LIKE OUTCOMES OF A PERSON’S
INGENUITY, BRILLIANCE, AND CREATIVITY, OR MAY JUST BE DISCOVERED
ACCIDENTALLY.
- ASSETS PROTECTED BY LAW; THEY RIGHTFULLY BELONG TO
INDIVIDUALS/ORGANIZATIONS WHO CAN APPLY FOR EXCLUSIVITY RIGHTS FOR A
SPECIFIED PERIOD BY HAVING THESE INTELLECTUAL PROPERTY ASSETS PATENTED
OR COPYRIGHTED USUALLY ABOUT 15 TO 25 YEARS AND THEY CAN ENJOY
MONOPOLY OF SAID ASSETS DURING THE PERIOD.
- EX. TRADEMARKS, SOFTWARE, ORIGINAL LITERARY WORKS, TRADE SECRETS

2. HUMAN RESOURCE ASSETS

– STRENGTHS OF ORGANIZATIONS THAT CONSISTS OF COLLECTIVE “EXPERTISE”,
PERSONAL TRAITS, CREATIVE AND PROBLEM SOLVING CAPABILITIES,
MANAGERIAL, ENTREPRENEURIAL, AND COMPETENCY ASSET SKILLS, AND
ORGANIZATIONAL HUMAN-CENTERED ASSETS
– SYNERGISTIC INTERRELATIONSHIP AND A HIGH SENSE OF COMMITMENT OR A
SENSE OF “OWNING”
– EX. IMPRESSIVE EDUCATIONAL ATTAINMENT, A MINDSET THAT CONTINUOUSLY
SEEKS FOR SUBSTANTIAL IMPROVEMENTS THROUGH DIFFERENTIATION AND
INNOVATION, SMART AND STRATEGIC, HISTORICAL KNOWLEDGE

3. MARKETING ASSETS
- RESULTS OF MARKET-RELATED INTANGIBLES
- EX. BRANDS, COMPANY NAME, CUSTOMER LOYALTY, DISTRIBUTION CHANNELS,
ORGANIZATIONAL ALLIANCES AND LINKAGES

4. INFRASTRUCTURE ASSETS
- NOT LIMITED TO TANGIBLES ASSETS BUT COVERS THE WHOLE ORGANIZATION
 - EX. ORGANIZATIONAL STRUCTURE, ORGANIZATIONAL CULTURE, QUALITY
STANDARDS, TECHNOLOGYWHOSE IMPACT PRODUCES PHENOMENAL
OUTCOMES

RESULTS OF WELL-MANAGED COMPETITIVE ASSETS:

1. ORGANIZATIONAL MONOPOLY – SOLELY ENJOYING THE OPPORTUNITY TO USE THE

INTELLECTUAL PROPERTY TO OWNERSHIP
2. HUMAN RESOURCE LEVERAGE – HR POSSESS MULTI-TALENTS
3. MARKET DOMINANCE – CREATING POPULARITY AND PRODUCT AWARENESS; GOODWILL
(VALUE OF A COMPANY’S BRAND NAME, SOLID CUSTOMER BASE, GOOD CUSTOMER
RELATIONS, GOOD EMPLOYEE RELATIONS, AND ANY PATENTS OR PROPRIETARY
TECHNOLOGY)
4. COMPARATIVE ADVANTAGE – FEWER OPPORTUNITIES FOR MISCOMMUNICATIONS, HIGH
INVOLVEMENT WORK PRACTICES THAT HAVE A SUBSTANTIAL AND POSITIVE IMPACT ON
ORGANIZATIONAL PERFORMANCE, DATABASE HUMAN RESOURCE SKILLS, INVENTORY AND
SUPPLIES MONITORING

ASSET MANAGEMENT STRATEGIES (PILLARS OF EFFECTIVE COMPETITIVE ASSET MANAGEMENT)

1. COMPETENCY LEARNING – “LAYING THE GROUNDWORK”

- SPECIFYING JOB DESCRIPTIONS ESSENTIAL TO ATTAINMENT OF OPTIMUM
PRODUCTIVITY AND SERVES AS BASIS FOR EVALUATING WORK OUTPUT FOR
REWARD AND PROMOTIONAL PURPOSES

2. STRATEGIC ENHANCEMENT – “WIDENING THE HORIZON”

- TO BE UNIQUELY KNOWLEDGEABLE TO SURVIVE AND COMPETE
- MAXIMIZE REACH OF INFRASTRUCTURE TECHNOLOGY
 - APPRECIATE BUSINESS VALUE OF KNOWLEDGE, INFORMATION, AND
COMMUNICATION TECHNOLOGY
- CONTINUOUSLY CONDUCT FORMAL AND INFORMAL TYPES OF TRAINING
- SYSTEMIZE A PROCESS OF ENRICHING JOB PATHS OF EMPLOYEES
- EMPOWER EMPLOYEES, INTERACT WITH EXPERTS, PREPARE PROGRAMS THAT
LEAD TO ATTITUDINAL CHANGE
- PROVIDE ACCESS TO NEEDED RESOURCES
- BROADEN NETWORKING AND ANALYZE CULTURES

3. COMPETITIVE INNOVATION – “CREATING BARGAINING POWER”

- THE BEST ASSURANCE IN ACHIEVING BUSINESS SUSTAINABILITY AND
COMPETITIVE ADVANTAGE
- SAILING AWAY FROM TRADITIONAL PRACTICES
- CREATING, CONCEPTUALIZING OR INVENTING NEW IDEAS