VRIO Analysis of Reinventing Performance Management at Deloitte B

Posted by Zachary Edwards on Mar-22-2018

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

Rare

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

Imitable

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

Organisation

• The financial resources of Reinventing Performance Management at Deloitte B are organised to capture value as identified by the VRIO Analysis of Reinventing Performance Management at Deloitte B. 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 Reinventing Performance Management at Deloitte B.
• The Patents of Reinventing Performance Management at Deloitte B are not well organised as identified by the Reinventing Performance Management at Deloitte B 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 Reinventing Performance Management at Deloitte B starts selling patented products before the patents expire.
• The distribution network of Reinventing Performance Management at Deloitte B is organised as identified by the VRIO Analysis of Reinventing Performance Management at Deloitte B. Reinventing Performance Management at Deloitte B 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 Reinventing Performance Management at Deloitte B.

From the VRIO Analysis of Reinventing Performance Management at Deloitte B, 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 Reinventing Performance Management at Deloitte B is a competitive disadvantage. Research and Development is also a competitive disadvantage.