Intellectual capital

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p35-36 Tech_IC_FM JulAug 05 v2

8/6/05

10:52 am

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TECHNICAL MATTERS

Intellectual capital Indra Abeysekera draws on a Sri Lankan study to explain how firms can improve their performance by turning uncontrollable circumstances to their advantage.

When Sri Lanka’s government agreed a permanent ceasefire with rebel forces on February 22, 2002, it stopped a civil war that had ravaged the nation for 19 years. The conflict had important implications for Sri Lankan businesses. It created an uncontrollable commercial environment characterised by, among other things, a reduction in foreign direct investment, the exodus of skilled labour and the depreciation of the Sri Lankan rupee. During the war, businesses became used to this instability. Similarly, in the transition from war to peace, many companies adjusted to uncontrollable forces by using them in their own favour. They did this by driving performance through intellectual capital (IC). Two forces influence the value and nature of IC: uncontrollable (external or market) and controllable (internal). In Sri Lanka, the former include inflation, interest rates and government policies. For example, a large portion of GDP was allocated to military purposes in the war. This served to fuel inflation, increase interest rates and limit growth, which all combined to reduce consumers’ disposable income. I held interviews with 17 of the top 30 companies listed on the Colombo Stock Exchange in 2001 and again this year. I also analysed the annual reports of all 30 between these times. I found that some successful firms overcame uncontrollable and difficult conditions by strengthening relationships with their stakeholders. For example, the Ceylon Tobacco Company and Lion Brewery of Ceylon, whose products attracted high excise duties, negotiated with the government to reduce these levies. The firms pointed out that these had made their goods so costly that consumers were moving towards illicit alternatives that didn’t attract duty. The government was happy to reduce the

INTELLECTUAL CAPITAL CATEGORIES AND ITEMS Internal capital Processes Systems Philosophy and culture Intellectual property Financial relations

External capital Brand building Corporate image building Business partnering Distribution channels Market share

excise rate on products on which it had been losing revenue to piracy, while the two firms kept their places in the top 30. Other firms had a strong position in wartime, but they took it for granted. Colombo Dockyards, which benefited from the war because it produced gun boats, was ranked 17th on the exchange in December 2001, but it had lost its ranking by the following December. The peace deal had eroded its market share. Although the company’s tangible asset position hadn’t changed dramatically, its IC set had been altered, which in turn affected the business’s performance. Because firms compete on IC items rather than tangible assets, they need to think ahead and consider a variety of scenarios for creating and capitalising on IC items that could improve their performance. At least Colombo Dockyards is now collaborating with overseas companies in order to reach other markets and diversify its activities. Unlike the external forces described above, the internal forces that affect IC are largely controllable. They exist within, or depend on, a company’s internal, external and human capital. Investors’ knowledge of a firm’s controllable IC contributes to the

Human capital Training and development Entrepreneurial skills Employee safety Employee relations Employee welfare Employee know-how

difference between its market value and its book value. The IC value drivers varied among the firms in my study. I defined these as the IC items that most affected a business’s performance and, therefore, its market value. As we have seen, IC value drivers are influenced by uncontrollable environmental forces. For example, the main IC value driver for Colombo Dockyards in the war was employee know-how, because the firm had a guaranteed market share, courtesy of the government, and its aim was to build the best vessels. After the war, business collaboration became a more important driver. It’s vital for companies to identify their core value drivers, both current and future, so that they can focus on monitoring their performance. As well as having one or more core IC value drivers, the firms I studied had complementary value drivers. It’s equally important to identify these, because they have a synergic effect on the core drivers. Lastly, there may also be contradictory drivers that have a dampening effect on the other two. Brand names and distribution channels are the core IC value drivers for Nestlé Lanka. Brand names allow it to distinguish its foods from those of its FIN A NCIA L July/August 2005 M A N A GEM EN T

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