VRIO Analysis of Corporate Social Responsibility Whether or How

Posted by Zachary Edwards on Mar-22-2018

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

Rare

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

Imitable

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

Organisation

• The financial resources of Corporate Social Responsibility Whether or How are organised to capture value as identified by the VRIO Analysis of Corporate Social Responsibility Whether or How. 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 Corporate Social Responsibility Whether or How.
• The Patents of Corporate Social Responsibility Whether or How are not well organised as identified by the Corporate Social Responsibility Whether or How 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 Corporate Social Responsibility Whether or How starts selling patented products before the patents expire.
• The distribution network of Corporate Social Responsibility Whether or How is organised as identified by the VRIO Analysis of Corporate Social Responsibility Whether or How. Corporate Social Responsibility Whether or How 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 Corporate Social Responsibility Whether or How.

From the VRIO Analysis of Corporate Social Responsibility Whether or How, 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 Corporate Social Responsibility Whether or How is a competitive disadvantage. Research and Development is also a competitive disadvantage.