VRIO Analysis of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT

Posted by Zachary Edwards on Mar-22-2018

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

Rare

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

Imitable

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

Organisation

• The financial resources of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT are organised to capture value as identified by the VRIO Analysis of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT. 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 BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT.
• The Patents of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT are not well organised as identified by the BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT 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 BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT starts selling patented products before the patents expire.
• The distribution network of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT is organised as identified by the VRIO Analysis of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT. BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT 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 BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT.

From the VRIO Analysis of BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT, 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 BEST PRACTICES IN STRATEGIC MULTICHANNEL FULFILLMENT is a competitive disadvantage. Research and Development is also a competitive disadvantage.