By Karl Erik Sveiby

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Extra info for THE INVISIBLE BALANCE SHEET: Key indicators for accounting, control and valuation of know-how companies

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Average age ,:. :, . . . . . . . . . . . ~=: . . : , : ;. %:; ‘#‘ \w , . . . . . . , The average age of the staff is a factor in judging its stability. #’ “:””””; generally more stable than younger ones. They are not as mobile. - ~ high average age indicates a more stable personnel situation and a correspon- ‘Thediagram showsa young dingly lower risk. company with an average On the other hand, a high and increasing average age is not good for the age Ofarourd 30.

D) Low margins. High figures Companies with high figures on the other hand, enjoy some or all of the following advantages: 46 KAPITEL V a) Low marketing costs per customer. b) High customer loyalty. c) Low price sensitivity. d) . . . . . e) Few lost customers to replace. f) Low sensitivity to competition. g) High margins. The Post Office is interested in persuading companies to invest more in what it calls “defensive customer-care marketing”, which means sending more letters and therefore more business.

The personnel are the know-how company’s foremost factor of production and possess the know-how and competence that are vital to its existence. Around the personnel is important structural capital, consisting not of the individual’s know-how, but his or her attitude to the company. A further dimension is how it has been decided to organise the personnel, and above all what steps have been taken to recruit and retain revenue people. 2. Problem-solving ability, the product or service sold to the client.

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