Proceedings of the 3rd European Conference on Intellectual Capital

Project
Assets
Need for
synergies
Quantification <strong>of</strong>
strategies
Assets to exploit
Figure 2: A schematically approach Of PACE tool
Emmanouil Gkinoglou
SWOT
Analysis
TIP oriented
strategies
Exploitation
Strategies
Prioritized CCs
Identification <strong>of</strong> Core
Competencies
Value
Assessments
stress tests
Valuation <strong>of</strong> CC
Roadmaps
Strengths category includes an internal list (internal: to <strong>the</strong> consortium and each partner separately,
and regarding <strong>the</strong> project itself) <strong>of</strong> all <strong>the</strong> “strong” points <strong>of</strong> <strong>the</strong> subject under study (can be ei<strong>the</strong>r <strong>the</strong>
overall integrated project outcome or <strong>the</strong> particular developments which will be lead by <strong>the</strong> partner
under consideration), while <strong>the</strong> Weaknesses category includes an internal list <strong>of</strong> all <strong>the</strong> possible
“weak” points. Respectively <strong>the</strong> Opportunities category holds an external list (external: to <strong>the</strong>
consortium and each partner separately, and regarding <strong>the</strong> project itself) <strong>of</strong> <strong>the</strong> opportunities that
might exist regarding <strong>the</strong> exploitation <strong>of</strong> <strong>the</strong> project outcomes, while <strong>the</strong> threats category includes <strong>the</strong>
external threats that might be faced while trying to exploit <strong>the</strong> project outcomes.
10.2 Step 2: Identification <strong>of</strong> core competencies
The second step refers to <strong>the</strong> identification <strong>of</strong> each partner‟s core competencies (CC) with respect to
<strong>the</strong> project – both those that are contributed by each partner to <strong>the</strong> project and which shall affect its
final outcomes, and those that are affected by <strong>the</strong> project. For each <strong>of</strong> his core competence <strong>the</strong>
partner has to define which intangible assets are related with and what is <strong>the</strong> current contribution
margin in a monetary fashion. A special point should be made for non-commercial partners. These
partners should identify <strong>the</strong> core competencies contributing to <strong>the</strong> participating project. The
contribution margin <strong>of</strong> <strong>the</strong>se CCs should be identified as such. i.e. if partner X participates in a project,
this has been based on one or more Core Competencies that contributes to this project. The partner‟s
income is based on his work and expertise, which in turn can be related to <strong>the</strong> core competencies
owned by <strong>the</strong> partner, and <strong>of</strong>fered to <strong>the</strong> project. Thus, a monetary estimation <strong>of</strong> <strong>the</strong> CCs contribution
margin can be made. In <strong>the</strong> end <strong>of</strong> this step <strong>the</strong> partner should get a complete list <strong>of</strong> <strong>the</strong> core
competencies <strong>of</strong> his organisation, a clear view <strong>of</strong> his legacy intangible assets and an indication
(trough <strong>the</strong> contribution margins) <strong>of</strong> <strong>the</strong> most valuable core competencies.
10.3 STEP 3: Evaluation <strong>of</strong> core competencies
At this stage, according to <strong>the</strong> methodology, each partner tries to evaluate <strong>the</strong> core competencies
<strong>of</strong>fered and/or affected to <strong>the</strong> projected is valuated. Valuation is carried out with respect to <strong>the</strong>
contribution <strong>of</strong> each particular core competence to <strong>the</strong> current and foreseen business <strong>of</strong> each partner.
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