VRIO Analysis of Coach To Be or Not to Be Luxury

Posted by Zachary Edwards on Mar-22-2018

The VRIO Analysis of Coach To Be or Not to Be Luxury will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Coach To Be or Not to Be Luxury 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 Coach To Be or Not to Be Luxury VRIO Analysis shows that the financial resources of Coach To Be or Not to Be Luxury are highly valuable as these help in investing into external opportunities that arise. These also help Coach To Be or Not to Be Luxury in combating external threats.
• According to the VRIO Analysis of Coach To Be or Not to Be Luxury, 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 Coach To Be or Not to Be Luxury VRIO Analysis shows that Coach To Be or Not to Be Luxury'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 Coach To Be or Not to Be Luxury's products.
• According to the VRIO Analysis of Coach To Be or Not to Be Luxury, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Coach To Be or Not to Be Luxury. These patents also provide Coach To Be or Not to Be Luxury with licensing revenue when it licenses these patents out to other manufacturers.
• The Coach To Be or Not to Be Luxury VRIO Analysis shows that Coach To Be or Not to Be Luxury’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Coach To Be or Not to Be Luxury. It also ensures that promotion activities translate into sales as the products are easily available.
• According to the VRIO Analysis of Coach To Be or Not to Be Luxury, 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 Coach To Be or Not to Be Luxury VRIO Analysis shows that the research and development at Coach To Be or Not to Be Luxury 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 Coach To Be or Not to Be Luxury. It is recommended that the research and development teams are improved, and costs are cut for these.

Rare

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

Imitable

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

Organisation

• The financial resources of Coach To Be or Not to Be Luxury are organised to capture value as identified by the VRIO Analysis of Coach To Be or Not to Be Luxury. 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 Coach To Be or Not to Be Luxury.
• The Patents of Coach To Be or Not to Be Luxury are not well organised as identified by the Coach To Be or Not to Be Luxury 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 Coach To Be or Not to Be Luxury starts selling patented products before the patents expire.
• The distribution network of Coach To Be or Not to Be Luxury is organised as identified by the VRIO Analysis of Coach To Be or Not to Be Luxury. Coach To Be or Not to Be Luxury 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 Coach To Be or Not to Be Luxury.

From the VRIO Analysis of Coach To Be or Not to Be Luxury, 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 Coach To Be or Not to Be Luxury is a competitive disadvantage. Research and Development is also a competitive disadvantage.