VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode

Posted by Zachary Edwards on Mar-22-2018

The VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Moser Baer and OM T - Choosing a Strategic Partnership Mode 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode VRIO Analysis shows that the financial resources of Moser Baer and OM T - Choosing a Strategic Partnership Mode are highly valuable as these help in investing into external opportunities that arise. These also help Moser Baer and OM T - Choosing a Strategic Partnership Mode in combating external threats.
• According to the VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode, 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode VRIO Analysis shows that Moser Baer and OM T - Choosing a Strategic Partnership Mode'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 Moser Baer and OM T - Choosing a Strategic Partnership Mode's products.
• According to the VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Moser Baer and OM T - Choosing a Strategic Partnership Mode. These patents also provide Moser Baer and OM T - Choosing a Strategic Partnership Mode with licensing revenue when it licenses these patents out to other manufacturers.
• The Moser Baer and OM T - Choosing a Strategic Partnership Mode VRIO Analysis shows that Moser Baer and OM T - Choosing a Strategic Partnership Mode’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Moser Baer and OM T - Choosing a Strategic Partnership Mode. It also ensures that promotion activities translate into sales as the products are easily available.
• According to the VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode, 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode VRIO Analysis shows that the research and development at Moser Baer and OM T - Choosing a Strategic Partnership Mode 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode. It is recommended that the research and development teams are improved, and costs are cut for these.

Rare

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

Imitable

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

Organisation

• The financial resources of Moser Baer and OM T - Choosing a Strategic Partnership Mode are organised to capture value as identified by the VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode. 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode.
• The Patents of Moser Baer and OM T - Choosing a Strategic Partnership Mode are not well organised as identified by the Moser Baer and OM T - Choosing a Strategic Partnership Mode 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode starts selling patented products before the patents expire.
• The distribution network of Moser Baer and OM T - Choosing a Strategic Partnership Mode is organised as identified by the VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode. Moser Baer and OM T - Choosing a Strategic Partnership Mode 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode.

From the VRIO Analysis of Moser Baer and OM T - Choosing a Strategic Partnership Mode, 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 Moser Baer and OM T - Choosing a Strategic Partnership Mode is a competitive disadvantage. Research and Development is also a competitive disadvantage.