This month we have explored many facets of enterprises. Whether built by design, formed by need or the result of an accident, the components of an enterprise are assets to be bought, sold, traded, shared and/or leveraged as a method of creating value and money.
A great example can be found in professional sports teams that need players with skills, talent and experience. These are a type of an enterprise. Each player added to the team is not only a player in the game but also part of a commercial machine that has the capability of generating money and driving value. That money comes from the winning power of the game, ability to draw fans and the sales of items fans will buy because the player is on the team. Building the best team is not restricted to winning games, it is all about winning dollars. These are an enterprise by design.
Enterprises that can quantify the value of all components have the advantage over companies where valuation and revenue generation are tangled and not able to be isolated. Like the sports player, there are absolute costs that can be tied to the player as well as revenue streams that are generated as a result of the player being a part of the team. There is an isolated value as well as the value that the team derives as a result of the assembled players.
The next factor of valuation is performance. An asset such as a player has value even if the team does not have a winning season but if the performance factor is added and the team has a great winning season, the team’s value escalates. If the player is an outstanding individual performer in addition to being on a winning team, the player asset has value that may be greatly increased by leverage. The leverage may be to bring value to the team or it may be for what the team gets in return in a trade.
An intangible part of the value that drives real value is loyalty. Does a consumer spend more money in the enterprise because of loyalty to the enterprise through brand, quality or convenience? In our sports analogy that equates to fan base where the rational consumer changes to the consumer who embraces and owns a relationship with a team or a player.
Leverage is not restricted to the enterprise but often adds to the value of the enterprise and businesses who can leverage the assets of the enterprise. If you do not think that is possible, consider the amount of television time devoted to sports and money generated to the enterprise and vendors who license the team images and branding. The trail of the money is long and complicated.
The bottom line is that in the analogy and the best enterprises any component has valuation and potentially the opportunity to increase the value of the enterprise whether bought, sold, shared, traded or leveraged. Enterprises built by design, recognize that any component is an asset and the greatest value may not be in holding the asset.
Thank you for following the Enterprise by Design series. We hope that you have found the content valuable and insightful. Comments are always welcome. The September 2012 series will be Campaign Strategies.