- 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis shows that the financial resources of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are highly valuable as these help in investing into external opportunities that arise. These also help Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis in combating external threats.
- According to the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis, 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis shows that Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis'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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis's products.
- According to the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. These patents also provide Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis with licensing revenue when it licenses these patents out to other manufacturers.
- The Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis shows that Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis, 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis shows that the research and development at Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are found to be rare according to the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis and inhibit competitive advantage. This means that the local food products result in competitive parity for Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. As this resource is valuable, Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis can still make use of this resource.
- The employees of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are a rare resource as identified by the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are a rare resource as identified by the Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis to use them without interference from the competition.
- The distribution network of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis is a rare resource as identified by the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are costly to imitate as identified by the Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are also not costly to imitate as identified by the Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are very difficult to imitate as identified by the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis is also very costly to imitate by competition as identified by the Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis VRIO Analysis. This has been developed over the years gradually by Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are organised to capture value as identified by the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis.
- The Patents of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis are not well organised as identified by the Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis starts selling patented products before the patents expire.
- The distribution network of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis is organised as identified by the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis. Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis.
From the VRIO Analysis of Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis, 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 Middle East Turnaround Strategy at Abu Dhabi Commercial Bank after the Financial Crisis 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.
Louis Kevin
5.0
This is the 3rd month for getting help from this service and got five papers from them during this time period. Thanks for always understanding my requirements.
Annabelle Hugo
5.0
The project was in an academic manner. That's the reason why I suggest to others to appoint this service. Prices were suitable and no issue of plagiarism.
Rubayat
5.0
Now, I'm not stressed because this company supplied a comprehensive paper with suitable charges. Thanks a lot!
Lee Wu
5.0
I've used this service several times but I am going to post a review here first. They are very sincere and didn't let me down. Thank you!
Next Articles
- Treasury Inflation Protection Securities (TIPS) Vrio Analysis
- FirstCaribbean: The Proposed Merger Vrio Analysis
- Credit General, S.A. Vrio Analysis
- Korea Stock Exchange, Video Vrio Analysis
- A Tale Of Two Hedge Funds: Magnetar And Peloton Vrio Analysis
- Reinsurance Negotiation: Confidential Information For Auburn Re Vrio Analysis
- The M&A "Pitch Book": Proposed Acquisition Of Heller Financial By United Technologies Corporation Vrio Analysis
- Bankers Trust: Global Investment Bank Vrio Analysis
- Grupo Garantia: Globalization, Industry Rivalry, And Conglomerate Diversification In Brazil (A) Vrio Analysis
- Arcapita 2002 Vrio Analysis
Previous Articles
- Tom Paine Mutual Life Insurance Co. Vrio Analysis
- RBC Financing Oil Sands (A) Vrio Analysis
- Progressive Corporation: Variable Dividends Vrio Analysis
- Breaking Down Barriers, Rebuilding Walls: The Role Of Community Development Loan Funds Vrio Analysis
- Vanguard Group, Inc. (A) Vrio Analysis
- Actis & CDC: A New Partnership, Spanish Version Vrio Analysis
- Dell Computer Corp. Vrio Analysis
- The Issue Process For Public Securities Vrio Analysis
- Mary Spencer's Personal Financial Plan Vrio Analysis
- Rural Credit Cooperatives In India 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!