- 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 Blue Ocean Strategy HBR Bestseller
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Blue Ocean Strategy HBR Bestseller will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Blue Ocean Strategy HBR Bestseller 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 Blue Ocean Strategy HBR Bestseller VRIO Analysis shows that the financial resources of Blue Ocean Strategy HBR Bestseller are highly valuable as these help in investing into external opportunities that arise. These also help Blue Ocean Strategy HBR Bestseller in combating external threats.
- According to the VRIO Analysis of Blue Ocean Strategy HBR Bestseller, 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 Blue Ocean Strategy HBR Bestseller VRIO Analysis shows that Blue Ocean Strategy HBR Bestseller'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 Blue Ocean Strategy HBR Bestseller's products.
- According to the VRIO Analysis of Blue Ocean Strategy HBR Bestseller, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Blue Ocean Strategy HBR Bestseller. These patents also provide Blue Ocean Strategy HBR Bestseller with licensing revenue when it licenses these patents out to other manufacturers.
- The Blue Ocean Strategy HBR Bestseller VRIO Analysis shows that Blue Ocean Strategy HBR Bestseller’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Blue Ocean Strategy HBR Bestseller. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Blue Ocean Strategy HBR Bestseller, 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 Blue Ocean Strategy HBR Bestseller VRIO Analysis shows that the research and development at Blue Ocean Strategy HBR Bestseller 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 Blue Ocean Strategy HBR Bestseller. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Blue Ocean Strategy HBR Bestseller are found to be rare according to the VRIO Analysis of Blue Ocean Strategy HBR Bestseller. 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 Blue Ocean Strategy HBR Bestseller 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 Blue Ocean Strategy HBR Bestseller and inhibit competitive advantage. This means that the local food products result in competitive parity for Blue Ocean Strategy HBR Bestseller. As this resource is valuable, Blue Ocean Strategy HBR Bestseller can still make use of this resource.
- The employees of Blue Ocean Strategy HBR Bestseller are a rare resource as identified by the VRIO Analysis of Blue Ocean Strategy HBR Bestseller. 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 Blue Ocean Strategy HBR Bestseller are a rare resource as identified by the Blue Ocean Strategy HBR Bestseller VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Blue Ocean Strategy HBR Bestseller to use them without interference from the competition.
- The distribution network of Blue Ocean Strategy HBR Bestseller is a rare resource as identified by the VRIO Analysis of Blue Ocean Strategy HBR Bestseller. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Blue Ocean Strategy HBR Bestseller. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Blue Ocean Strategy HBR Bestseller are costly to imitate as identified by the Blue Ocean Strategy HBR Bestseller 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 Blue Ocean Strategy HBR Bestseller. 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 Blue Ocean Strategy HBR Bestseller provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Blue Ocean Strategy HBR Bestseller are also not costly to imitate as identified by the Blue Ocean Strategy HBR Bestseller VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Blue Ocean Strategy HBR Bestseller by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Blue Ocean Strategy HBR Bestseller a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Blue Ocean Strategy HBR Bestseller are very difficult to imitate as identified by the VRIO Analysis of Blue Ocean Strategy HBR Bestseller. 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 Blue Ocean Strategy HBR Bestseller is also very costly to imitate by competition as identified by the Blue Ocean Strategy HBR Bestseller VRIO Analysis. This has been developed over the years gradually by Blue Ocean Strategy HBR Bestseller. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Blue Ocean Strategy HBR Bestseller are organised to capture value as identified by the VRIO Analysis of Blue Ocean Strategy HBR Bestseller. 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 Blue Ocean Strategy HBR Bestseller.
- The Patents of Blue Ocean Strategy HBR Bestseller are not well organised as identified by the Blue Ocean Strategy HBR Bestseller 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 Blue Ocean Strategy HBR Bestseller starts selling patented products before the patents expire.
- The distribution network of Blue Ocean Strategy HBR Bestseller is organised as identified by the VRIO Analysis of Blue Ocean Strategy HBR Bestseller. Blue Ocean Strategy HBR Bestseller 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 Blue Ocean Strategy HBR Bestseller.
From the VRIO Analysis of Blue Ocean Strategy HBR Bestseller, 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 Blue Ocean Strategy HBR Bestseller 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.
Jayden Tim
5.0
The mistake that I noticed in the references were corrected accordingly. Want to rate this service with five stars.
Jess Connor
5.0
Thank you for delivering the assignment before the deadline. I directly talked to the expert and thank you!
Ashna Yashveer
5.0
I ordered several papers from it and it did a good job every time. I’ll be getting back to you guys next month. Thank you!
Eva Michael
5.0
This service is the top of the line in my bookmark. I hire it two times a week and am happy with what I get from it. Great!
Next Articles
- Negotiation, September 2004, Volume 7, Number 9 Vrio Analysis
- Harvard Management Update, August 2003, Volume 8, Number 8 Vrio Analysis
- Corporate Social Responsibility: Whether Or How? Vrio Analysis
- Harvard Management Update, April 2003, Volume 8, Number 4 Vrio Analysis
- Blockbuster Inc. & Technological Substitution C: The Internet Changes The Game Vrio Analysis
- Customer Pyramid: Creating And Serving Profitable Customers Vrio Analysis
- Officenet A: Making Entrepreneurship Work In Argentina Vrio Analysis
- Ikea And The Natural Step Vrio Analysis
- Wm. Wrigley Jr. Company Vrio Analysis
- Nestle Rowntree A&B Vrio Analysis
Previous Articles
- Strategy & Innovation Newsletter, January/February 2005, Volume 3, Number 1 Vrio Analysis
- Negotiation, October 2005, Volume 8, Number 10 Vrio Analysis
- Kinko's Vrio Analysis
- HBR List: Breakthrough Ideas For 2006 Vrio Analysis
- Harvard Business Review Supply Chain Strategist Vrio Analysis
- Balanced Scorecard Report Hall Of Fame 2006 Vrio Analysis
- The Five Competitive Forces That Shape Strategy (HBR Bestseller) Vrio Analysis
- Balanced Scorecard Report, July August 2011, Vol. 13, No. 4 Vrio Analysis
- Two Routes To Resilience Vrio Analysis
- Lessons From Top Tier Companies: Apple, Google, Starbucks, And Zappos 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!