- 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 Managing a Dutch-Chinese Joint Venture Where to Start
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Managing a Dutch-Chinese Joint Venture Where to Start 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 Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis shows that the financial resources of Managing a Dutch-Chinese Joint Venture Where to Start are highly valuable as these help in investing into external opportunities that arise. These also help Managing a Dutch-Chinese Joint Venture Where to Start in combating external threats.
- According to the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start, 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 Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis shows that Managing a Dutch-Chinese Joint Venture Where to Start'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 Managing a Dutch-Chinese Joint Venture Where to Start's products.
- According to the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Managing a Dutch-Chinese Joint Venture Where to Start. These patents also provide Managing a Dutch-Chinese Joint Venture Where to Start with licensing revenue when it licenses these patents out to other manufacturers.
- The Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis shows that Managing a Dutch-Chinese Joint Venture Where to Start’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Managing a Dutch-Chinese Joint Venture Where to Start. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start, 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 Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis shows that the research and development at Managing a Dutch-Chinese Joint Venture Where to Start 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 Managing a Dutch-Chinese Joint Venture Where to Start. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Managing a Dutch-Chinese Joint Venture Where to Start are found to be rare according to the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start. 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 Managing a Dutch-Chinese Joint Venture Where to Start 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 Managing a Dutch-Chinese Joint Venture Where to Start and inhibit competitive advantage. This means that the local food products result in competitive parity for Managing a Dutch-Chinese Joint Venture Where to Start. As this resource is valuable, Managing a Dutch-Chinese Joint Venture Where to Start can still make use of this resource.
- The employees of Managing a Dutch-Chinese Joint Venture Where to Start are a rare resource as identified by the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start. 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 Managing a Dutch-Chinese Joint Venture Where to Start are a rare resource as identified by the Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Managing a Dutch-Chinese Joint Venture Where to Start to use them without interference from the competition.
- The distribution network of Managing a Dutch-Chinese Joint Venture Where to Start is a rare resource as identified by the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Managing a Dutch-Chinese Joint Venture Where to Start. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Managing a Dutch-Chinese Joint Venture Where to Start are costly to imitate as identified by the Managing a Dutch-Chinese Joint Venture Where to Start 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 Managing a Dutch-Chinese Joint Venture Where to Start. 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 Managing a Dutch-Chinese Joint Venture Where to Start provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Managing a Dutch-Chinese Joint Venture Where to Start are also not costly to imitate as identified by the Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Managing a Dutch-Chinese Joint Venture Where to Start by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Managing a Dutch-Chinese Joint Venture Where to Start a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Managing a Dutch-Chinese Joint Venture Where to Start are very difficult to imitate as identified by the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start. 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 Managing a Dutch-Chinese Joint Venture Where to Start is also very costly to imitate by competition as identified by the Managing a Dutch-Chinese Joint Venture Where to Start VRIO Analysis. This has been developed over the years gradually by Managing a Dutch-Chinese Joint Venture Where to Start. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Managing a Dutch-Chinese Joint Venture Where to Start are organised to capture value as identified by the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start. 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 Managing a Dutch-Chinese Joint Venture Where to Start.
- The Patents of Managing a Dutch-Chinese Joint Venture Where to Start are not well organised as identified by the Managing a Dutch-Chinese Joint Venture Where to Start 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 Managing a Dutch-Chinese Joint Venture Where to Start starts selling patented products before the patents expire.
- The distribution network of Managing a Dutch-Chinese Joint Venture Where to Start is organised as identified by the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start. Managing a Dutch-Chinese Joint Venture Where to Start 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 Managing a Dutch-Chinese Joint Venture Where to Start.
From the VRIO Analysis of Managing a Dutch-Chinese Joint Venture Where to Start, 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 Managing a Dutch-Chinese Joint Venture Where to Start 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.
Antoine Beaumort
5.0
The expert was coped with the topic with the authentic views and proofs. Plus, there was not even a single point in the paper that was missed and controversial. Thanks a lot!
Yuan Nick
5.0
I saved time, money but also got freedom from the stress. Thankful!
Orimer Radwan
5.0
Paper was good and I’ll order more here. An authentic paper at reasonable prices. Plenty of thanks!
Ava Thomas
5.0
The assignment was accomplished at the highest level. I recommend it!
Next Articles
- Nigerian National Petroleum Corporation: Regulatory Opportunities Avoided By Whom? Vrio Analysis
- Saudi Aramco: A State Within A State? Vrio Analysis
- Spinnaker Vrio Analysis
- Statoil: The Evolution Of The Norwegian Model Vrio Analysis
- Jack Wood's Challenging Risk Assessment Vrio Analysis
- Guidewire (A): Sprinting To Success Vrio Analysis
- Guidewire (B): The Corporate Sprint Vrio Analysis
- A School Feeding Program In Nigeria (A): Tetra Pak's Business And Development Goal Vrio Analysis
- A School Feeding Program In Nigeria (B): Tetra Pak Fortifies The Business Model Vrio Analysis
- Hilti: Our Culture Journey Vrio Analysis
Previous Articles
- Bicicleta Ferreira Limitada Redux Vrio Analysis
- Bicicleta Ferreira Limitada Vrio Analysis
- The Unilever Foodsolutions Journey (D): Progress And Lessons Learned Vrio Analysis
- The Unilever Foodsolutions Journey (C): Rebuilding The Team Vrio Analysis
- The Unilever Foodsolutions Journey (B): Reality Sets In Vrio Analysis
- The Unilever Foodsolutions Journey (A1): The Must Win Battle Event Starting The Journey Vrio Analysis
- The Unilever Foodsolutions Journey (A): Taking On A New Challenge Vrio Analysis
- Global Shipping Company Vrio Analysis
- Covalys: Managing The Company's Growth And Development Strategy Vrio Analysis
- Pharmagroup Int And Fluvera: When Subsidiary Governance Means Losing Competitive Ground 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!