How to capitalize assets?

Speaking of capital, it is also a question of capitalization of enterprise assets, and it is also a question of enterprise's ability to make money. Since this matter is so important, let's talk about how to capitalize the assets of enterprises. As far as the assets of an enterprise are concerned, there are two categories: intangible assets and tangible assets. Intangible assets mainly refer to the brand, patent and proprietary technology of an enterprise, and even its reputation, business model and enterprise system. Tangible assets refer to all tangible assets of an enterprise. If we talk about this topic, there is a default premise first, that is, your enterprise should have assets, whether tangible or intangible. Take enterprise a as an example to analyze. Enterprise A has a history of 14 years, and its product line focusing on women's and children's products originated from the huge market demand for nursing products generated by the large population in China when the enterprise was founded 14 years ago. At that time, there were many enterprises mainly engaged in production, but few enterprises could manage brands. It adopts the mode of light assets strategy, that is, it fully operates the construction of brands and product channels, and controls raw materials, delivery standards and product research and development. After continuous product expansion, the enterprise network has spread all over the country, with an annual output value of 4 billion yuan and a product profit rate of 20%. In this operation process, the core advantages of enterprises have been continuously strengthened. Channel construction and brand building were further consolidated. At the same time, those enterprises that only have the ability to process products, in this process, because they do not have their own brands and channels, are more dependent on one enterprise. Four of the OEM factories felt bleak because of their meager profits, so they offered to sell the factories to company A. In this way, company A changed from a simple OEM to an enterprise with its own factory. The quality and quantity of corporate assets have been further improved, and corporate brands have become the fourth market share. At the same time, the road to rise is still broad. Naturally, the owner of enterprise A has been immersed in China for many years and knows China's national conditions well. Once an enterprise has a brand, it will have money. Then you can further integrate external resources and your own brand influence. Therefore, enterprises have also purchased a certain amount of land and built buildings in places where land appreciation is good, which are all arrangements to further expand the quality assets of enterprises. But compared with the existing foundation and brand influence of the enterprise, these operations are still far from enough. Enterprises need to further seize good growth opportunities, further grasp the domestic market and opportunities of the times on the basis of safety insurance, enhance profitability and further enhance asset profitability. Enlarge the asset effect of enterprises. So our discussion revolves around this, that is, how to further enhance the capitalization of assets of enterprises? First of all, our brand is enough to integrate external resources, and our brand is very attractive to good industrial parks and development zones all over the country. They are willing to supply land at a very cheap price. We can lay out production bases in key national strategic markets. Choose those areas with good location and guaranteed asset quality appreciation to build industrial parks. All the outside world saw my brand. We can still introduce those enterprises and suppliers who are unable to build factories into our own parks on the basis of controlling the core elements of enterprises: brands and standards. On the one hand, property leasing will produce a good cash flow profit return. It is estimated that the rental income of industrial land around Shanghai can be fully recovered from the previous static investment within 60 months. Behind it is the net income of the enterprise. At the same time, assets continue to appreciate, and when enterprises need low-cost bank funds, they can be quickly transformed into enterprise capital through asset revitalization. In this way, the intangible assets and tangible assets of enterprises have achieved good cooperation and further promoted each other actively. It is conceivable that enterprises still adopt the operation mode of light assets while maintaining their core competitiveness. Because of the operation mode of light assets, the return on capital of this enterprise is bound to be much higher than that of heavy assets. This further proves the ability of enterprises to make money. Therefore, it will not only create a better return on investment for shareholders, but also further enhance its attractiveness to investors. In fact, the return on assets of this enterprise is much higher than that of similar enterprises, and the gross profit can basically be stabilized at 35%, while the net profit can reach 20%. After the capitalization of this asset is completed, the income of the enterprise will be more stable, and a new balanced development will be realized in the main business and auxiliary business of the enterprise. This is a basic level of capitalization of enterprise assets. On the other hand, it is more and more important for enterprises to further tap their profitability from the operational level of assets. Because the profit of China's manufacturing industry is in a highly unstable state, and the existing business environment and institutional structure of China as a whole, it is doomed that enterprises need to better understand the path and strategy of making money. At the same time, we must maintain the competitiveness of the main business at the enterprise level. In other words, a balance must be struck. It can be seen that successful domestic enterprises have also achieved good results in asset operation income. This is not only a necessary means, but also an enterprise-level asset allocation strategy for enterprises to avoid and spread risks.