Expert thinking on productivity, intangible asset valuation, growth strategy, and building more valuable businesses.
The energy sector is undergoing a fundamental transformation — from physical asset dominance to intangible asset leadership. Exploration licences, proprietary technology, ESG credentials, and the intellectual capital driving the energy transition are creating new categories of intangible value that traditional energy valuations do not capture.
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How to value order backlog as a customer-related intangible asset in purchase price allocations under IFRS 3. Covers recognition criteria, the income approach, and the distinction from customer relationships.
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Media and entertainment companies are pure intangible asset businesses. Content libraries, franchise IP, talent relationships, and distribution rights represent the entirety of their value. Understanding how these assets are valued — and how they appreciate or depreciate — is essential for anyone investing in or managing media companies.
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Telecommunications and digital infrastructure companies combine spectrum licences, network management software, subscriber relationships, and technology patents into asset bases worth billions. Traditional project finance captures the physical infrastructure. The intangible assets that make that infrastructure commercially viable deserve equal attention as collateral.
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A comprehensive guide to valuing customer contracts and relationships using the Multi-Period Excess Earnings Method (MPEEM). Covers the distinction between contractual and non-contractual relationships, attrition analysis, and contributory asset charges.
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Healthcare companies operate at the intersection of technology, regulation, and data — three domains that generate some of the most valuable and defensible intangible assets in any sector. Regulatory approvals that take years to obtain, patient data that cannot be replicated, and clinical technologies protected by patents create competitive moats of extraordinary depth.
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How to value customer lists as intangible assets under IFRS 3. Covers the distinction between customer lists and customer relationships, valuation methods, useful life assessment, and recognition criteria.
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The 10 most common errors in intangible asset valuations, drawn from real-world purchase price allocations. Covers technical mistakes, conceptual errors, and process failures that undermine valuation quality and invite audit challenges.
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Real estate is the archetypal tangible asset — bricks, mortar, land. Yet an increasing proportion of real estate value is intangible: tenant relationships that guarantee income, brand positioning that commands rental premiums, management systems that optimise returns, and data assets that inform investment decisions.
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How to value franchise agreements as marketing-related intangible assets under IFRS 3. Covers the distinction between franchisor and franchisee perspectives, valuation methods, and accounting treatment.
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The practical challenges of valuing intangible assets in cross-border transactions. Covers jurisdictional differences in recognition, transfer pricing complications, currency considerations, and strategies for managing multi-country purchase price allocations.
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Manufacturing is often perceived as a tangible asset business — factories, machines, inventory. But the highest-margin manufacturers derive their competitive advantage from intangible assets: proprietary processes, trade secrets, customer specifications, and the accumulated engineering knowledge that no machine can replicate.
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