- 1
- 2
- 3
- 4
- 5
- 6
- 7
- 8
- 9
- 10
- 11
- 12
- 13
- 14
- 15
- 16
- 17
- 18
- 19
- 20
- 21
- 22
- 23
- 24
- 25
- 26
- 27
- 28
- 29
- 30
- 31
- 32
- 33
- 34
- 35
- 36
- 37
- 38
- 39
- 40
VRIO Analysis of Eli Lilly--1998 A Strategic Challenges
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Eli Lilly--1998 A Strategic Challenges will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Eli Lilly--1998 A Strategic Challenges VRIO Analysis also mentions at each stage whether these resources could be improved to provide a greater competitive advantage. Lastly, the resources analysed are summarised as to whether they offer sustained competitive advantage, has an unused competitive advantage, temporary competitive advantage, competitive parity or competitive disadvantage.
Valuable
- The Eli Lilly--1998 A Strategic Challenges VRIO Analysis shows that the financial resources of Eli Lilly--1998 A Strategic Challenges are highly valuable as these help in investing into external opportunities that arise. These also help Eli Lilly--1998 A Strategic Challenges in combating external threats.
- According to the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges, its local food products are a valuable resource as these are highly differentiated. This makes the perceived value for these by customers high. These are also valued more than the competition by customers due to the differentiation in these products.
- The Eli Lilly--1998 A Strategic Challenges VRIO Analysis shows that Eli Lilly--1998 A Strategic Challenges's employees are a valuable resource to the firm. A significant portion of the workforce is highly trained, and this leads to more productive output for the organisation. The employees are also loyal, and retention levels for the organisation are high. All of this translates into greater value for the end consumers of Eli Lilly--1998 A Strategic Challenges's products.
- According to the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Eli Lilly--1998 A Strategic Challenges. These patents also provide Eli Lilly--1998 A Strategic Challenges with licensing revenue when it licenses these patents out to other manufacturers.
- The Eli Lilly--1998 A Strategic Challenges VRIO Analysis shows that Eli Lilly--1998 A Strategic Challenges’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Eli Lilly--1998 A Strategic Challenges. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges, its cost structure is not a valuable resource. This is because the methods of production lead to greater costs than that of competition, which affects the overall profits of the firm. Therefore, its cost structure is a competitive disadvantage that needs to be worked on.
- The Eli Lilly--1998 A Strategic Challenges VRIO Analysis shows that the research and development at Eli Lilly--1998 A Strategic Challenges is not a valuable resource. This is because research and development are costing more than the benefits it provides in the form of innovation. There have been very few innovative features and breakthrough products in the past few years. Therefore, research and development are a competitive disadvantage for Eli Lilly--1998 A Strategic Challenges. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Eli Lilly--1998 A Strategic Challenges are found to be rare according to the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. Strong financial resources are only possessed by a few companies in the industry.
- The local food products are found to be not rare as identified by Eli Lilly--1998 A Strategic Challenges VRIO Analysis. These are easily provided in the market by other competitors. This means that competitors can use these resources in the same way as Eli Lilly--1998 A Strategic Challenges and inhibit competitive advantage. This means that the local food products result in competitive parity for Eli Lilly--1998 A Strategic Challenges. As this resource is valuable, Eli Lilly--1998 A Strategic Challenges can still make use of this resource.
- The employees of Eli Lilly--1998 A Strategic Challenges are a rare resource as identified by the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. These employees are highly trained and skilled, which is not the case with employees in other firms. The better compensation and work environment ensure that these employees do not leave for other firms.
- The patents of Eli Lilly--1998 A Strategic Challenges are a rare resource as identified by the Eli Lilly--1998 A Strategic Challenges VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Eli Lilly--1998 A Strategic Challenges to use them without interference from the competition.
- The distribution network of Eli Lilly--1998 A Strategic Challenges is a rare resource as identified by the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Eli Lilly--1998 A Strategic Challenges. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Eli Lilly--1998 A Strategic Challenges are costly to imitate as identified by the Eli Lilly--1998 A Strategic Challenges VRIO Analysis. These resources have been acquired by the company through prolonged profits over the years. New entrants and competitors would require similar profits for a long period of time to accumulate these amounts of financial resources.
- The local food products are not that costly to imitate as identified by the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. These can be acquired by competitors as well if they invest a significant amount in research and development. These also do not require years long experience. Therefore, the local food products by Eli Lilly--1998 A Strategic Challenges provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Eli Lilly--1998 A Strategic Challenges are also not costly to imitate as identified by the Eli Lilly--1998 A Strategic Challenges VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Eli Lilly--1998 A Strategic Challenges by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Eli Lilly--1998 A Strategic Challenges a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Eli Lilly--1998 A Strategic Challenges are very difficult to imitate as identified by the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. This is because it is not legally allowed to imitate a patented product. Similar resources to be developed and getting a patent for them is also a costly process.
- The distribution network of Eli Lilly--1998 A Strategic Challenges is also very costly to imitate by competition as identified by the Eli Lilly--1998 A Strategic Challenges VRIO Analysis. This has been developed over the years gradually by Eli Lilly--1998 A Strategic Challenges. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Eli Lilly--1998 A Strategic Challenges are organised to capture value as identified by the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. These resources are used strategically to invest in the right places; making use of opportunities and combatting threats. Therefore, these resources prove to be a source of sustained competitive advantage for Eli Lilly--1998 A Strategic Challenges.
- The Patents of Eli Lilly--1998 A Strategic Challenges are not well organised as identified by the Eli Lilly--1998 A Strategic Challenges VRIO Analysis. This means that the organisation is not using these patents to their full potential. An unused competitive advantage exists that can be changed into a sustainable competitive advantage if Eli Lilly--1998 A Strategic Challenges starts selling patented products before the patents expire.
- The distribution network of Eli Lilly--1998 A Strategic Challenges is organised as identified by the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges. Eli Lilly--1998 A Strategic Challenges uses this network to reach out to its customers by ensuring that products are available on all of its outlets. Therefore, these resources prove to be a source of sustained competitive advantage for Eli Lilly--1998 A Strategic Challenges.
From the VRIO Analysis of Eli Lilly--1998 A Strategic Challenges, it was identified that the financial resources and distribution network provide a sustained competitive advantage. The patents are a source of unused competitive advantage. There exists a temporary competitive advantage for employees. There exists a competitive parity for local food products. Lastly, the cost structure of Eli Lilly--1998 A Strategic Challenges is a competitive disadvantage. Research and Development is also a competitive disadvantage.
Warning! This article is only an example and cannot be used for research or reference purposes. If you need help with something similar, please submit your details here.
Will Zhao
5.0
Best Wishes! No service is able to compare with this service in the case of prices. The Paper was well planned and structured properly.
Ben Dean
5.0
I'm familiar that this service can complete any papers in the absence of missing the deadline. All required areas were followed by the expert. Thank you!
Josselyn Tarazona
5.0
It's the best solution to hire this service for any academic task. Just order here and receive good marks. Thank you so much!
Anais Zsolt
5.0
The assignment was exactly what the teacher asked. Will gladly hire this service again. Thanks a lot!
Next Articles
- Zoll Medical Corp. (D) Vrio Analysis
- Genentech Immunology & Ophthalmology (GIO): Culture Change To Drive Business Results (A) Vrio Analysis
- Social Business At Novartis: Arogya Parivar Vrio Analysis
- Merck & Co., Inc.: Addressing Third World Needs (C) Vrio Analysis
- EMI And The CT Scanner (B), Spanish Version Vrio Analysis
- Price Fixing Vignettes Vrio Analysis
- Consumer Awareness Or Disease Mongering? GlaxoSmithKline And The Restless Legs Syndrome Vrio Analysis
- American Cyanamid: Epilogue (C) Vrio Analysis
- MBA Integrative Exercise: General Management, April 1998, Video Vrio Analysis
- EMI And The CT Scanner (A), Spanish Version Vrio Analysis
Previous Articles
- Pharmaceutical Industry In The 1990s Vrio Analysis
- Invitrogen/Life Technologies (B) Vrio Analysis
- The GSK Scandal: When Questionable Global Practices Met Imperfect Institutions In Emerging Markets Vrio Analysis
- General Electric Medical Systems, Video Vrio Analysis
- Gilead Sciences (B): Implementing The Gilead Access Program For HIV Drugs Vrio Analysis
- Abbott Laboratories And HUMIRA: Launching A Blockbuster Drug Vrio Analysis
- OrthoChoice: Bundled Payments In The County Of Stockholm (A) Vrio Analysis
- OrthoChoice: Bundled Payments In The County Of Stockholm (B) Vrio Analysis
- Merck & Co., Inc.: Addressing Third World Needs (A) Vrio Analysis
- Teva Pharmaceutical Industries, Ltd. Vrio Analysis
Be a great writer or hire a greater one!
Academic writing has no room for errors and mistakes. If you have BIG dreams to score BIG, think out of the box and hire Case48 with BIG enough reputation.
Our Guarantees
Interesting Fact
Most recent surveys suggest that around 76 % students try professional academic writing services at least once in their lifetime!