VRIO Analysis of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries

Posted by Zachary Edwards on Mar-22-2018

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

Rare

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

Imitable

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

Organisation

• The financial resources of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries are organised to capture value as identified by the VRIO Analysis of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries. 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 Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries.
• The Patents of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries are not well organised as identified by the Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries 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 Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries starts selling patented products before the patents expire.
• The distribution network of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries is organised as identified by the VRIO Analysis of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries. Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries 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 Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries.

From the VRIO Analysis of Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries, 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 Orchestrating Circularity within Industrial Ecosystems Lessons from Iconic Cases in Three Different Countries is a competitive disadvantage. Research and Development is also a competitive disadvantage.