Harvard Business Review

SEPTEMBER 25, 2014

Consider the example of a manufacturer of production equipment that collects sensor-based telemetry about its machines’ operations, the status of their parts, their performance, their resource consumption, and other data. The ultimate goal is to treat information as a tangible flow rather than an intangible asset stuck on the balance sheet.

Company 10

Company Intangible Assets Information Self-aware 10

Harvard Business Review

NOVEMBER 21, 2013

For many years, beginning in 1942, Premarin was the only hormone replacement therapy drug on the market derived from a natural source. A series of patents were issued on the drug in the 1940s, but long after they had expired, there were still no generic competitors on the market. Such was not the case.

Intangible Assets 9

Intangible Assets Merchandising Pharmaceuticals Innovation 9

Harvard Business Review

FEBRUARY 26, 2018

In the 2016 book The End of Accounting , NYU Stern Professor Baruch Lev claimed that over the last 100 years or so, financial reports have become less useful in capital market decisions. In a previous HBR article , we argued that, in contrast to physical assets that depreciate with use, intangible assets might enhance with use.

Company 8

Company Intangible Assets Depreciation IPO 8

Harvard Business Review

FEBRUARY 7, 2014

And finally, highly reputed companies are more stable, which means they have higher market valuation and stock price over the long term and greater loyalty of their investors, which leads to less volatility. So why doesn’t every company do what CVS did?

Reputation 10

Reputation Intangible Assets Competitive Advantage Long-term 10

Harvard Business Review

SEPTEMBER 25, 2014

Consider the example of a manufacturer of production equipment that collects sensor-based telemetry about its machines’ operations, the status of their parts, their performance, their resource consumption, and other data. This monitoring turns up an anomaly at a key customer that indicates a failure is imminent.

Company 8

Company Intangible Assets Self-aware Diversity 8

Harvard Business Review

NOVEMBER 19, 2018

“How long does it take for her to interact with a market that isn’t nearly monopolized?” have grown more concentrated in the past 20 years, meaning that the biggest firms in the industry are capturing a greater share of the market than they used to. The result is that large firms are gaining market share.

Software 8

Software Company Competitive Advantage Henderson 8

Harvard Business Review

JULY 3, 2015

Through co-creation, companies can access a deep well of customer capabilities, knowledge and assets. Although the Net Promoter Score (NPS) is a market standard, customer promotion alone can’t sustain a co-creation model. We recommend a five-step process called PIVOT: Pinpoint, Identify, Visualize, Operate, and Track.

CRM 8

CRM Brand Business Model Intangible Assets 8

Harvard Business Review

SEPTEMBER 15, 2017

But these claims are very rarely backed up by large-scale evidence, and often driven by a misunderstanding of how buybacks actually operate. Since these shareholders have “skin in the game”, they have the incentive to look beyond earnings and instead look to a company’s long-term growth opportunities and intangible assets.

Short-term 8

Short-term Long-term Rate of Return Intangible Assets 8