VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers

Posted by Zachary Edwards on Mar-22-2018

The VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis shows that the financial resources of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are highly valuable as these help in investing into external opportunities that arise. These also help Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers in combating external threats.
• According to the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers, 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis shows that Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers'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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers's products.
• According to the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. These patents also provide Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers with licensing revenue when it licenses these patents out to other manufacturers.
• The Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis shows that Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. It also ensures that promotion activities translate into sales as the products are easily available.
• According to the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers, 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis shows that the research and development at Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. It is recommended that the research and development teams are improved, and costs are cut for these.

Rare

• The financial resources of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are found to be rare according to the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers and inhibit competitive advantage. This means that the local food products result in competitive parity for Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. As this resource is valuable, Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers can still make use of this resource.
• The employees of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are a rare resource as identified by the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are a rare resource as identified by the Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers to use them without interference from the competition.
• The distribution network of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers is a rare resource as identified by the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. These are also possessed by very few firms in the industry.

Imitable

• The financial resources of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are costly to imitate as identified by the Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers provide it with a temporary competitive advantage that competitors can too acquire in the long run.
• The employees of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are also not costly to imitate as identified by the Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
• The patents of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are very difficult to imitate as identified by the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers is also very costly to imitate by competition as identified by the Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers VRIO Analysis. This has been developed over the years gradually by Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.

Organisation

• The financial resources of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are organised to capture value as identified by the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers.
• The Patents of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers are not well organised as identified by the Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers starts selling patented products before the patents expire.
• The distribution network of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers is organised as identified by the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers. Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers.

From the VRIO Analysis of Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers, 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 Stihl Incorporated Go-to-Market Strategy for Next-Generation Consumers is a competitive disadvantage. Research and Development is also a competitive disadvantage.