Resources and capabilities are the business model assets that create and deliver the value proposition.
These assets are widely described in the business and academic press. Some call them:
Tangible (e.g., plant and equipment) and intangible (e.g., patents) resources
Value chain elements (e.g., procurement, out-bound logistics) (Michael Porter, Competitive Advantage, The Free Press, 1985)
Core competencies, i.e., the unique, company-specific skills that define the business's personality.
Whatever they're called, only those resources that are directly linked to the creation and delivery of the value proposition are strategic in a business-model-context.
This means some resources may be significant but not strategic.
Intel's (NASDAQ: INTC) value proposition to its customers (personal computer manufacturers) is, roughly, "Put our chips into your computer and the boxes will be in high demand."
Intel's strategic resources are those that directly create and deliver this value proposition: its R&D (and associated patents), its manufacturing facilities, and its marketing.
INTC's finances do not directly create/deliver the value proposition. Though enormous ($3.4 billion cash on hand on Dec 31, 2008), they are not strategic to its model.
In the academic world, organizational resources have become a centerpiece of strategy. The article that ignited the trend was published in 1990 in The Harvard Business Review: The Core Competence of the Corporation
The Harvard Business Review published two articles that ran with the core competency theme. Both are brilliant:
To improve your mastery of the business model template: Chickens and Pigs - The Book
