- 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 Integrated Strategy Market and Non-Market Components
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Integrated Strategy Market and Non-Market Components will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Integrated Strategy Market and Non-Market Components 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 Integrated Strategy Market and Non-Market Components VRIO Analysis shows that the financial resources of Integrated Strategy Market and Non-Market Components are highly valuable as these help in investing into external opportunities that arise. These also help Integrated Strategy Market and Non-Market Components in combating external threats.
- According to the VRIO Analysis of Integrated Strategy Market and Non-Market Components, 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 Integrated Strategy Market and Non-Market Components VRIO Analysis shows that Integrated Strategy Market and Non-Market Components'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 Integrated Strategy Market and Non-Market Components's products.
- According to the VRIO Analysis of Integrated Strategy Market and Non-Market Components, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Integrated Strategy Market and Non-Market Components. These patents also provide Integrated Strategy Market and Non-Market Components with licensing revenue when it licenses these patents out to other manufacturers.
- The Integrated Strategy Market and Non-Market Components VRIO Analysis shows that Integrated Strategy Market and Non-Market Components’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Integrated Strategy Market and Non-Market Components. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Integrated Strategy Market and Non-Market Components, 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 Integrated Strategy Market and Non-Market Components VRIO Analysis shows that the research and development at Integrated Strategy Market and Non-Market Components 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 Integrated Strategy Market and Non-Market Components. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Integrated Strategy Market and Non-Market Components are found to be rare according to the VRIO Analysis of Integrated Strategy Market and Non-Market Components. 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 Integrated Strategy Market and Non-Market Components 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 Integrated Strategy Market and Non-Market Components and inhibit competitive advantage. This means that the local food products result in competitive parity for Integrated Strategy Market and Non-Market Components. As this resource is valuable, Integrated Strategy Market and Non-Market Components can still make use of this resource.
- The employees of Integrated Strategy Market and Non-Market Components are a rare resource as identified by the VRIO Analysis of Integrated Strategy Market and Non-Market Components. 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 Integrated Strategy Market and Non-Market Components are a rare resource as identified by the Integrated Strategy Market and Non-Market Components VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Integrated Strategy Market and Non-Market Components to use them without interference from the competition.
- The distribution network of Integrated Strategy Market and Non-Market Components is a rare resource as identified by the VRIO Analysis of Integrated Strategy Market and Non-Market Components. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Integrated Strategy Market and Non-Market Components. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Integrated Strategy Market and Non-Market Components are costly to imitate as identified by the Integrated Strategy Market and Non-Market Components 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 Integrated Strategy Market and Non-Market Components. 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 Integrated Strategy Market and Non-Market Components provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Integrated Strategy Market and Non-Market Components are also not costly to imitate as identified by the Integrated Strategy Market and Non-Market Components VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Integrated Strategy Market and Non-Market Components by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Integrated Strategy Market and Non-Market Components a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Integrated Strategy Market and Non-Market Components are very difficult to imitate as identified by the VRIO Analysis of Integrated Strategy Market and Non-Market Components. 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 Integrated Strategy Market and Non-Market Components is also very costly to imitate by competition as identified by the Integrated Strategy Market and Non-Market Components VRIO Analysis. This has been developed over the years gradually by Integrated Strategy Market and Non-Market Components. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Integrated Strategy Market and Non-Market Components are organised to capture value as identified by the VRIO Analysis of Integrated Strategy Market and Non-Market Components. 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 Integrated Strategy Market and Non-Market Components.
- The Patents of Integrated Strategy Market and Non-Market Components are not well organised as identified by the Integrated Strategy Market and Non-Market Components 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 Integrated Strategy Market and Non-Market Components starts selling patented products before the patents expire.
- The distribution network of Integrated Strategy Market and Non-Market Components is organised as identified by the VRIO Analysis of Integrated Strategy Market and Non-Market Components. Integrated Strategy Market and Non-Market Components 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 Integrated Strategy Market and Non-Market Components.
From the VRIO Analysis of Integrated Strategy Market and Non-Market Components, 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 Integrated Strategy Market and Non-Market Components 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.
Navdeep Singh
5.0
My research paper reflected that they are genuine for what they presented on the website. Promise that I’ll be back here soon.
Sofia Ashton
5.0
I have not got the inspiration to write anything. Grateful to the writer for such a wonderful explanation and citing the sources in APA style.
Charlie Jasper
5.0
The paper was completed in professional quality and the support team provided me a pleasant experience. Thanks a lot!
Lin Liko
5.0
The assignment was perfect and the writer accomplished the paper on the tight deadline. Grateful!
Next Articles
- Differentiation Beyond Price: CD&R's Strategy In Acquiring Hussmann Vrio Analysis
- Strategies For Building Effective Virtual Teams: Trust Is Key Vrio Analysis
- Gas Natural BAN's Strategy For Low Income Sectors An Update Vrio Analysis
- Should You Have A Global Strategy? Vrio Analysis
- Foxconn V BYD (B): Strategic Approach To Intellectual Property Management In Emerging Markets Vrio Analysis
- ONGC India: In Search Of A New Growth Strategy Vrio Analysis
- Wanxiang Group: A Chinese Company's Global Strategy Vrio Analysis
- Against The Big Four: Growth Strategies For Indigenous Chinese CPA Firms Vrio Analysis
- EAC Nutrition: Regional Expansion Strategy Vrio Analysis
- Global Strategy Lessons From Japanese And Korean Business Groups Vrio Analysis
Previous Articles
- Integrated Strategy: Trade Policy, And Global Competition Vrio Analysis
- Internationalization, Globalization, And Capability Based Strategy Vrio Analysis
- Firm Strategies In A Changing Global Competitive Landscape Vrio Analysis
- Antrix Corporation Limited: A Strategy For The Global Market Vrio Analysis
- Which Strategy When? Vrio Analysis
- Globalizing Volkswagen: Creating Excellence On All Fronts Vrio Analysis
- The Global Leadership Of Carlos Ghosn At Nissan Vrio Analysis
- World Vision International's AIDS Initiative: Challenging A Global Partnership Vrio Analysis
- World Vision International: The AIDS Initiative, Video Vrio Analysis
- Danfoss RC In China (B): Big Challenges 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!