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VRIO Analysis of Why You Decide the Way You Do
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Why You Decide the Way You Do will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Why You Decide the Way You Do 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 Why You Decide the Way You Do VRIO Analysis shows that the financial resources of Why You Decide the Way You Do are highly valuable as these help in investing into external opportunities that arise. These also help Why You Decide the Way You Do in combating external threats.
- According to the VRIO Analysis of Why You Decide the Way You Do, 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 Why You Decide the Way You Do VRIO Analysis shows that Why You Decide the Way You Do'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 Why You Decide the Way You Do's products.
- According to the VRIO Analysis of Why You Decide the Way You Do, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Why You Decide the Way You Do. These patents also provide Why You Decide the Way You Do with licensing revenue when it licenses these patents out to other manufacturers.
- The Why You Decide the Way You Do VRIO Analysis shows that Why You Decide the Way You Do’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Why You Decide the Way You Do. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Why You Decide the Way You Do, 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 Why You Decide the Way You Do VRIO Analysis shows that the research and development at Why You Decide the Way You Do 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 Why You Decide the Way You Do. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Why You Decide the Way You Do are found to be rare according to the VRIO Analysis of Why You Decide the Way You Do. 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 Why You Decide the Way You Do 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 Why You Decide the Way You Do and inhibit competitive advantage. This means that the local food products result in competitive parity for Why You Decide the Way You Do. As this resource is valuable, Why You Decide the Way You Do can still make use of this resource.
- The employees of Why You Decide the Way You Do are a rare resource as identified by the VRIO Analysis of Why You Decide the Way You Do. 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 Why You Decide the Way You Do are a rare resource as identified by the Why You Decide the Way You Do VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Why You Decide the Way You Do to use them without interference from the competition.
- The distribution network of Why You Decide the Way You Do is a rare resource as identified by the VRIO Analysis of Why You Decide the Way You Do. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Why You Decide the Way You Do. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Why You Decide the Way You Do are costly to imitate as identified by the Why You Decide the Way You Do 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 Why You Decide the Way You Do. 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 Why You Decide the Way You Do provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Why You Decide the Way You Do are also not costly to imitate as identified by the Why You Decide the Way You Do VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Why You Decide the Way You Do by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Why You Decide the Way You Do a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Why You Decide the Way You Do are very difficult to imitate as identified by the VRIO Analysis of Why You Decide the Way You Do. 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 Why You Decide the Way You Do is also very costly to imitate by competition as identified by the Why You Decide the Way You Do VRIO Analysis. This has been developed over the years gradually by Why You Decide the Way You Do. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Why You Decide the Way You Do are organised to capture value as identified by the VRIO Analysis of Why You Decide the Way You Do. 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 Why You Decide the Way You Do.
- The Patents of Why You Decide the Way You Do are not well organised as identified by the Why You Decide the Way You Do 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 Why You Decide the Way You Do starts selling patented products before the patents expire.
- The distribution network of Why You Decide the Way You Do is organised as identified by the VRIO Analysis of Why You Decide the Way You Do. Why You Decide the Way You Do 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 Why You Decide the Way You Do.
From the VRIO Analysis of Why You Decide the Way You Do, 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 Why You Decide the Way You Do is a competitive disadvantage. Research and Development is also a competitive disadvantage.
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