- 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 LVMH in 2004 The Challenges of Strategic Integration
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The LVMH in 2004 The Challenges of Strategic Integration 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 LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis shows that the financial resources of LVMH in 2004 The Challenges of Strategic Integration are highly valuable as these help in investing into external opportunities that arise. These also help LVMH in 2004 The Challenges of Strategic Integration in combating external threats.
- According to the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration, 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 LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis shows that LVMH in 2004 The Challenges of Strategic Integration'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 LVMH in 2004 The Challenges of Strategic Integration's products.
- According to the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for LVMH in 2004 The Challenges of Strategic Integration. These patents also provide LVMH in 2004 The Challenges of Strategic Integration with licensing revenue when it licenses these patents out to other manufacturers.
- The LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis shows that LVMH in 2004 The Challenges of Strategic Integration’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for LVMH in 2004 The Challenges of Strategic Integration. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration, 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 LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis shows that the research and development at LVMH in 2004 The Challenges of Strategic Integration 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 LVMH in 2004 The Challenges of Strategic Integration. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of LVMH in 2004 The Challenges of Strategic Integration are found to be rare according to the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration. 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 LVMH in 2004 The Challenges of Strategic Integration 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 LVMH in 2004 The Challenges of Strategic Integration and inhibit competitive advantage. This means that the local food products result in competitive parity for LVMH in 2004 The Challenges of Strategic Integration. As this resource is valuable, LVMH in 2004 The Challenges of Strategic Integration can still make use of this resource.
- The employees of LVMH in 2004 The Challenges of Strategic Integration are a rare resource as identified by the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration. 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 LVMH in 2004 The Challenges of Strategic Integration are a rare resource as identified by the LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows LVMH in 2004 The Challenges of Strategic Integration to use them without interference from the competition.
- The distribution network of LVMH in 2004 The Challenges of Strategic Integration is a rare resource as identified by the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of LVMH in 2004 The Challenges of Strategic Integration. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of LVMH in 2004 The Challenges of Strategic Integration are costly to imitate as identified by the LVMH in 2004 The Challenges of Strategic Integration 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 LVMH in 2004 The Challenges of Strategic Integration. 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 LVMH in 2004 The Challenges of Strategic Integration provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of LVMH in 2004 The Challenges of Strategic Integration are also not costly to imitate as identified by the LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from LVMH in 2004 The Challenges of Strategic Integration by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of LVMH in 2004 The Challenges of Strategic Integration a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of LVMH in 2004 The Challenges of Strategic Integration are very difficult to imitate as identified by the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration. 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 LVMH in 2004 The Challenges of Strategic Integration is also very costly to imitate by competition as identified by the LVMH in 2004 The Challenges of Strategic Integration VRIO Analysis. This has been developed over the years gradually by LVMH in 2004 The Challenges of Strategic Integration. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of LVMH in 2004 The Challenges of Strategic Integration are organised to capture value as identified by the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration. 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 LVMH in 2004 The Challenges of Strategic Integration.
- The Patents of LVMH in 2004 The Challenges of Strategic Integration are not well organised as identified by the LVMH in 2004 The Challenges of Strategic Integration 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 LVMH in 2004 The Challenges of Strategic Integration starts selling patented products before the patents expire.
- The distribution network of LVMH in 2004 The Challenges of Strategic Integration is organised as identified by the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration. LVMH in 2004 The Challenges of Strategic Integration 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 LVMH in 2004 The Challenges of Strategic Integration.
From the VRIO Analysis of LVMH in 2004 The Challenges of Strategic Integration, 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 LVMH in 2004 The Challenges of Strategic Integration 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.
Johnny Oscar
5.0
How it’s manageable the solution of difficult questions within four hours. Really, you people are amazing because you did it. Thanks a lot!
Zoe Huang
5.0
It was really a shock for me when I received the project one day earlier. Definitely recommend this service to others.
Rosiah Jackson
5.0
Thumbs up! Feeling happy on the grounds of the result is good. Really, all my confusing chapters were resolved from the expert of this service within two weeks.
Abhinav Rahul
4.0
I normally ask my friend to help me with the assignment but this time, he was busy and I made up my mind to get help from this service. It was true to its words and I received an accurate assignment. Thank you for this!
Next Articles
- PTC: Launching An Entirely New Product Platform Vrio Analysis
- Polaroid Kodak (B3) Vrio Analysis
- Danfoss Global Manufacturing Footprint Vrio Analysis
- On Two Wheels In Paris: The Velib' Bicycle Sharing Program (Supplement) Vrio Analysis
- The British Water Industry (A): The Evolution Of Price Cap Regulation Vrio Analysis
- Business Models For Technology In The Developing World: The Role Of Non Governmental Organizations Vrio Analysis
- Polaroid Kodak, (B11) Vrio Analysis
- E Types A/S Vrio Analysis
- Coffee Wars In India: Café Coffee Day 2013 Vrio Analysis
- Michael Jemal, CEO, Haier America, Video (DVD) Vrio Analysis
Previous Articles
- Identifying New Product Development Best Practice Vrio Analysis
- Competitor Analysis: Anticipating Competitive Actions Vrio Analysis
- General Electric Vs. Westinghouse In Large Turbine Generators (B) Vrio Analysis
- Nintendo Co., Inc. Vrio Analysis
- Tata Motors: The Tata Ace, Chinese Version Vrio Analysis
- Saurer: The China Challenge (B) Vrio Analysis
- R&D Race Vrio Analysis
- Dogfight Over Europe: Ryanair (B), Chinese Version Vrio Analysis
- Apple Inc. In 2012, Portuguese Version Vrio Analysis
- CDNetworks, Inc. 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!