- 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis shows that the financial resources of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are highly valuable as these help in investing into external opportunities that arise. These also help Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development in combating external threats.
- According to the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development, 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis shows that Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development'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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development's products.
- According to the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. These patents also provide Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development with licensing revenue when it licenses these patents out to other manufacturers.
- The Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis shows that Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development, 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis shows that the research and development at Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are found to be rare according to the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development and inhibit competitive advantage. This means that the local food products result in competitive parity for Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. As this resource is valuable, Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development can still make use of this resource.
- The employees of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are a rare resource as identified by the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are a rare resource as identified by the Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development to use them without interference from the competition.
- The distribution network of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development is a rare resource as identified by the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are costly to imitate as identified by the Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are also not costly to imitate as identified by the Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are very difficult to imitate as identified by the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development is also very costly to imitate by competition as identified by the Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development VRIO Analysis. This has been developed over the years gradually by Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are organised to capture value as identified by the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development.
- The Patents of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development are not well organised as identified by the Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development starts selling patented products before the patents expire.
- The distribution network of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development is organised as identified by the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development. Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development.
From the VRIO Analysis of Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development, 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 Boston s Innovation District Turns Two A Non-cluster Process-driven Approach to Urban Economic Development 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.
Aaron Randall
5.0
I was not managing the nights and struck with the boring topic but you guys did a great job. Thanks!
David Bobby
5.0
As I already contained A due to the papers that were created by writers of this company. I am hopeful that I'll get A again.
Hannah Jackson
4.0
The assistance that I got from these guys really improved the CGPA. Highly recommended!
Jing Chen
5.0
They accomplished the dissertation and the quality of the projects was well. Will visit this service in the future. Thank you!
Next Articles
- Goldlake/Eurocantera Honduras Vrio Analysis
- Crisis Communication Across A Global Supply Chain: Foxconn, Apple, And The Shenzhen 'Suicide Factory' Vrio Analysis
- Case Of The Co Founders Instructions For KB Vrio Analysis
- Case Of The Co Founders Instructions For JR Vrio Analysis
- Trump In Scotland Vrio Analysis
- Case Of The Co Founders Vrio Analysis
- Accounting For Liabilities: Lessons From The Exxon Valdez Vrio Analysis
- Best Buy: Merging Lean Six Sigma With Innovation Vrio Analysis
- Theo Chocolate Vrio Analysis
- W L Gore: Culture Of Innovation Vrio Analysis
Previous Articles
- Boston's Innovation District Turns Two Vrio Analysis
- EnerNOC: Turning Energy Savings Into Sales Vrio Analysis
- MetaCarta: Growing A Company, Do We Take The VC Money? Vrio Analysis
- BSL: A Business School In Transition (A): The Challenge Vrio Analysis
- Shorewood Soups: To B2C Or Not To B2C? Vrio Analysis
- BSL: A Business School In Transition Vrio Analysis
- BSL: A Business School In Transition: Epilogue Vrio Analysis
- BSL: A Business School In Transition (C): Outcomes Vrio Analysis
- BSL: A Business School In Transition (B): The Process Vrio Analysis
- Note On Managing Capacity And Demand In Service Operations 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!