kinds of capital in accordance with market requirements play the leading part today. In
this situation, intangible assets obtain a decisive importance. We have discussed above
that knowledge and technologies, which can be gained outside the company, mean us-
ing somebody else’s experience with poor potential. Skills to manage all business proc-
esses effectively, to create systems of communication with clients and abilities for quick
procurement of necessary funds require much more professional management, efforts
and time to accrue an experience as well. A report of the American Booking Institute’s
research acknowledges the fact that the time of business strategies created on the basis
of material resources has gone and will never return. Now this concerns also the tradi-
tional branches of industry. In confirmation following statistics is shown: in 1982 the
part of tangible assets at balance sheet structure of American enterprises was 62%; in
1992 this part reduced to 38%; in 2000 it was about 10-15% (Idrisov 2001).
To win the modern competitive struggle company must possess the highest dy-
namic abilities such as the following:
•perception of changeable market requirements and tendencies;
•formulation of the vision of company’s future and correction of plans accord-
ing to market changes;
•development of necessary key competencies providing the competitive advan-
tage;
•realization of restructuring procedures aimed on the consolidation of the mar-
ket position with the support of production, office and management personnel.
In present conditions the significance of dynamic opportunities and necessity of
their introduction into everyday business decisions leads to the increase of the role of
intellectual capital. One of the main features of the intellectual capital is a company’s
ability to learn faster than its competitors. That very ability of effective learning be-
comes the most important market advantage nowadays.