- 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 Process Improvement in Stanford Hospital s Operating Room
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Process Improvement in Stanford Hospital s Operating Room 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 Process Improvement in Stanford Hospital s Operating Room VRIO Analysis shows that the financial resources of Process Improvement in Stanford Hospital s Operating Room are highly valuable as these help in investing into external opportunities that arise. These also help Process Improvement in Stanford Hospital s Operating Room in combating external threats.
- According to the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room, 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 Process Improvement in Stanford Hospital s Operating Room VRIO Analysis shows that Process Improvement in Stanford Hospital s Operating Room'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 Process Improvement in Stanford Hospital s Operating Room's products.
- According to the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Process Improvement in Stanford Hospital s Operating Room. These patents also provide Process Improvement in Stanford Hospital s Operating Room with licensing revenue when it licenses these patents out to other manufacturers.
- The Process Improvement in Stanford Hospital s Operating Room VRIO Analysis shows that Process Improvement in Stanford Hospital s Operating Room’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Process Improvement in Stanford Hospital s Operating Room. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room, 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 Process Improvement in Stanford Hospital s Operating Room VRIO Analysis shows that the research and development at Process Improvement in Stanford Hospital s Operating Room 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 Process Improvement in Stanford Hospital s Operating Room. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Process Improvement in Stanford Hospital s Operating Room are found to be rare according to the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room. 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 Process Improvement in Stanford Hospital s Operating Room 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 Process Improvement in Stanford Hospital s Operating Room and inhibit competitive advantage. This means that the local food products result in competitive parity for Process Improvement in Stanford Hospital s Operating Room. As this resource is valuable, Process Improvement in Stanford Hospital s Operating Room can still make use of this resource.
- The employees of Process Improvement in Stanford Hospital s Operating Room are a rare resource as identified by the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room. 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 Process Improvement in Stanford Hospital s Operating Room are a rare resource as identified by the Process Improvement in Stanford Hospital s Operating Room VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Process Improvement in Stanford Hospital s Operating Room to use them without interference from the competition.
- The distribution network of Process Improvement in Stanford Hospital s Operating Room is a rare resource as identified by the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Process Improvement in Stanford Hospital s Operating Room. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Process Improvement in Stanford Hospital s Operating Room are costly to imitate as identified by the Process Improvement in Stanford Hospital s Operating Room 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 Process Improvement in Stanford Hospital s Operating Room. 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 Process Improvement in Stanford Hospital s Operating Room provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Process Improvement in Stanford Hospital s Operating Room are also not costly to imitate as identified by the Process Improvement in Stanford Hospital s Operating Room VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Process Improvement in Stanford Hospital s Operating Room by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Process Improvement in Stanford Hospital s Operating Room a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Process Improvement in Stanford Hospital s Operating Room are very difficult to imitate as identified by the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room. 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 Process Improvement in Stanford Hospital s Operating Room is also very costly to imitate by competition as identified by the Process Improvement in Stanford Hospital s Operating Room VRIO Analysis. This has been developed over the years gradually by Process Improvement in Stanford Hospital s Operating Room. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Process Improvement in Stanford Hospital s Operating Room are organised to capture value as identified by the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room. 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 Process Improvement in Stanford Hospital s Operating Room.
- The Patents of Process Improvement in Stanford Hospital s Operating Room are not well organised as identified by the Process Improvement in Stanford Hospital s Operating Room 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 Process Improvement in Stanford Hospital s Operating Room starts selling patented products before the patents expire.
- The distribution network of Process Improvement in Stanford Hospital s Operating Room is organised as identified by the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room. Process Improvement in Stanford Hospital s Operating Room 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 Process Improvement in Stanford Hospital s Operating Room.
From the VRIO Analysis of Process Improvement in Stanford Hospital s Operating Room, 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 Process Improvement in Stanford Hospital s Operating Room 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.
Lincoln Joshua
5.0
College life was terrible for me without this service. I get every assignment on the fixed day. Highly recommended!
Eric Dong
5.0
Had questions and they figured them out. I tackled the exams. Honestly, the writer was always ready to give the answer to questions.
Katie Isaac
4.0
I decided to get assistance from this writing service and it proved very professional. On-time delivery, no plagiarism and affordable prices. Thanks a lot!
Annie Noah
5.0
I am very happy with this assignment writing help. It provided me with an elaborated paper. Thanks a lot!
Next Articles
- Analyzing Emergency Rooms Service Problems Through The Service Activity Sequence Vrio Analysis
- Forecasting Demand For Food At Apollo Hospitals Vrio Analysis
- Changing Physician Behavior Vrio Analysis
- The Challenge Of Access To Oncology Drugs In Canada Vrio Analysis
- British Columbia's Pharmanet Project Vrio Analysis
- The Promises And Constraints Of Consumer Directed Healthcare Vrio Analysis
- The Brave New World Of Valuing Life Sciences And Healthcare Enterprises Vrio Analysis
- American Medical Association Sunbeam Deal (C): The Denouement Vrio Analysis
- Patient Flow At Brigham And Women's Hospital (A) Vrio Analysis
- Hopital De Pontoise Vrio Analysis
Previous Articles
- Deaconess Glover Hospital (F) Vrio Analysis
- Performance Management At Intermountain Healthcare Vrio Analysis
- Baxter International: OnCall As Soon As Possible? Vrio Analysis
- QuickMedx, Inc. Vrio Analysis
- Structural Problems Of Managed Care In California And Some Options For Ameliorating Them Vrio Analysis
- Working With Your "Shadow Partner" In The Healthcare Industry (A) Vrio Analysis
- The Challenge Facing The U.S. Healthcare Delivery System Vrio Analysis
- In Loco Parentis?: The Purchaser Role In Managed Care Vrio Analysis
- Medscape Vrio Analysis
- Creating A Web Site For Medisys Health Group, 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!