- 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis shows that the financial resources of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are highly valuable as these help in investing into external opportunities that arise. These also help DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS in combating external threats.
- According to the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS, 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis shows that DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS'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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS's products.
- According to the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. These patents also provide DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS with licensing revenue when it licenses these patents out to other manufacturers.
- The DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis shows that DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS, 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis shows that the research and development at DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are found to be rare according to the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS and inhibit competitive advantage. This means that the local food products result in competitive parity for DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. As this resource is valuable, DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS can still make use of this resource.
- The employees of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are a rare resource as identified by the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are a rare resource as identified by the DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS to use them without interference from the competition.
- The distribution network of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS is a rare resource as identified by the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are costly to imitate as identified by the DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are also not costly to imitate as identified by the DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are very difficult to imitate as identified by the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS is also very costly to imitate by competition as identified by the DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS VRIO Analysis. This has been developed over the years gradually by DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are organised to capture value as identified by the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS.
- The Patents of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS are not well organised as identified by the DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS starts selling patented products before the patents expire.
- The distribution network of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS is organised as identified by the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS. DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS.
From the VRIO Analysis of DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS, 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 DESIGN AND IMPLEMENTATION OF ACTIVITY-BASED COST SYSTEMS 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.
Hunter David
5.0
If they give me extra discounts for my next order, I’ll appoint this service. Obtained an A in the last one paper.
Eveline Harrison
5.0
Going to place the second order with the expectation that the paper will be just the same as the earlier one as well as this service will supply me additional discounts for this order.
Rashi Sanjay
4.0
Very impressive! I can depend on this website because it provided the assignment in accord with my directives. Thanks a lot!
Kolos Brendon
5.0
The document was original. I am grateful to this writing brand because it dispatched authentic documents within a few hours (11 hours). Ph.D. experts and affordable fees, I’ll surely be here if my teacher assigned me a complicated topic. Thanks!
Next Articles
- CONTROL IN INTER ORGANIZATIONAL SETTINGS Vrio Analysis
- HOW CUSTOMER INFORMATION SYSTEMS DRIVE STRATEGY: CUSTOMER PROFITABILITY Vrio Analysis
- THE BOUNDARIES OF CUSTOMER INFORMATION SYSTEMS: LIMITING MANAGEMENT AWARENESS OF STRATEGIC OPPORTUNITIES Vrio Analysis
- MANAGING IN THE INFORMATION AGE: NETWORK IT MODULE NOTE Vrio Analysis
- MANAGING IN THE INFORMATION AGE: MULTIPLE COMPANY ENTERPRISE IT Vrio Analysis
- CATERPILLAR, INC. (A) Vrio Analysis
- KANEBO LTD. (B) Vrio Analysis
- ACCOUNTING FOR CATASTROPHES: BP PLC AND UNION CARBIDE CORPORATION (A) Vrio Analysis
- SET THE CONTROLS FOR THE HEART OF TELECOM Vrio Analysis
- THE RISK REWARD FRAMEWORK AT MORGAN STANLEY RESEARCH Vrio Analysis
Previous Articles
- ELIZABETH JACOBS: PRICE EARNINGS RATIOS AND EMPLOYEE STOCK OPTION GRANTS Vrio Analysis
- H&S COMPANY (STUDENT SPREADSHEET) Vrio Analysis
- BRIDGING THE GAAPS Vrio Analysis
- MITTEL TECHNOLOGIES, AG Vrio Analysis
- INTEGRATED REPORTING IN THE CLOUD Vrio Analysis
- ENMAN OIL, INC. (G) Vrio Analysis
- WILFORD BRIMLEY AND DIRECT RESPONSE ADVERTISING AT POLYMEDICA CORPORATION Vrio Analysis
- BHP BILLITON’S $40 BILLION HOSTILE BID FOR POTASH CORP Vrio Analysis
- LINKEDIN CORPORATION Vrio Analysis
- WORKING AT WORKOUTS: COMMERCIAL REAL ESTATE DEBT IN DISTRESS 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!