- 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis shows that the financial resources of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are highly valuable as these help in investing into external opportunities that arise. These also help Alibaba - Building a Social Sustainability Ecosystem for E-commerce in combating external threats.
- According to the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce, 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis shows that Alibaba - Building a Social Sustainability Ecosystem for E-commerce'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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce's products.
- According to the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Alibaba - Building a Social Sustainability Ecosystem for E-commerce. These patents also provide Alibaba - Building a Social Sustainability Ecosystem for E-commerce with licensing revenue when it licenses these patents out to other manufacturers.
- The Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis shows that Alibaba - Building a Social Sustainability Ecosystem for E-commerce’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Alibaba - Building a Social Sustainability Ecosystem for E-commerce. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce, 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis shows that the research and development at Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are found to be rare according to the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce and inhibit competitive advantage. This means that the local food products result in competitive parity for Alibaba - Building a Social Sustainability Ecosystem for E-commerce. As this resource is valuable, Alibaba - Building a Social Sustainability Ecosystem for E-commerce can still make use of this resource.
- The employees of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are a rare resource as identified by the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce are a rare resource as identified by the Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Alibaba - Building a Social Sustainability Ecosystem for E-commerce to use them without interference from the competition.
- The distribution network of Alibaba - Building a Social Sustainability Ecosystem for E-commerce is a rare resource as identified by the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are costly to imitate as identified by the Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce. 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are also not costly to imitate as identified by the Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Alibaba - Building a Social Sustainability Ecosystem for E-commerce by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Alibaba - Building a Social Sustainability Ecosystem for E-commerce a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are very difficult to imitate as identified by the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce is also very costly to imitate by competition as identified by the Alibaba - Building a Social Sustainability Ecosystem for E-commerce VRIO Analysis. This has been developed over the years gradually by Alibaba - Building a Social Sustainability Ecosystem for E-commerce. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are organised to capture value as identified by the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce.
- The Patents of Alibaba - Building a Social Sustainability Ecosystem for E-commerce are not well organised as identified by the Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce starts selling patented products before the patents expire.
- The distribution network of Alibaba - Building a Social Sustainability Ecosystem for E-commerce is organised as identified by the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce. Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce.
From the VRIO Analysis of Alibaba - Building a Social Sustainability Ecosystem for E-commerce, 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 Alibaba - Building a Social Sustainability Ecosystem for E-commerce 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.
Christopher Toufiq
5.0
Sorry for the late review. Actually, I was at the spot where there were network problems. The document was well written and the professor liked the points.
Xavier Daniel
5.0
Prices were a bit high for me (being a budget-tight student) but the content was perfect in formation. Thank you!
Feng Mian
4.0
This service is convenient in usage. Contained the highest marks and I'm incredibly beholden to it. Millions of thanks!!
Tzu Li
5.0
Very well written paper with the authentic points. Got great marks. Thanks a lot!
Next Articles
- Colberts Inc. (A) Vrio Analysis
- Smart Beta Exchange Traded Funds And Factor Investing Vrio Analysis
- Elite The Digital Mattress Company Vrio Analysis
- Spotify: Face The Music (update 2018) Vrio Analysis
- WebTeb (A): A Very Palestinian Dilemma Vrio Analysis
- WebTeb (B): A Very Palestinian Dilemma Vrio Analysis
- Innovium 2018 Vrio Analysis
- From Pitchfork To Fork: Vertical Integration At Otrada Group (Russia) Vrio Analysis
- Xiaomi: Designing An Ecosystem For The "Internet Of Things", Chinese Version Vrio Analysis
- Business Models And Fashion Models: Covetella Plans For Growth Vrio Analysis
Previous Articles
- .Beetle Beats: Finding A SOUND Market For ADT Vrio Analysis
- Process Improvement In Textile Wet Processing A Case Study From The Indian Small Scale Sector Vrio Analysis
- Reinventing Performance Management At Deloitte (A) Vrio Analysis
- Relax (Boston): Innovating And Growing An Entrepreneurial Business Vrio Analysis
- Note On Creating A Viable Venture A Global Perspective Vrio Analysis
- Padhy Leather: Minimizing Commercial Risk Through A Letter Of Credit Vrio Analysis
- Unilever South Africa: Contextual Leadership Of Culture For Inclusive Growth Vrio Analysis
- Canopy Growth Corporation: Canada First And The World Next Vrio Analysis
- The National University Hospital: Overcrowding In The Emergency Department Vrio Analysis
- Facebook Confronts A Crisis Of Trust 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!