- 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 Singapore Airlines C Managing a Strategic Paradox
Posted by Zachary Edwards on Mar-22-2018
The VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox will look at each of its internal resources one by one to assess whether these provide sustained competitive advantage. The Singapore Airlines C Managing a Strategic Paradox 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 Singapore Airlines C Managing a Strategic Paradox VRIO Analysis shows that the financial resources of Singapore Airlines C Managing a Strategic Paradox are highly valuable as these help in investing into external opportunities that arise. These also help Singapore Airlines C Managing a Strategic Paradox in combating external threats.
- According to the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox, 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 Singapore Airlines C Managing a Strategic Paradox VRIO Analysis shows that Singapore Airlines C Managing a Strategic Paradox'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 Singapore Airlines C Managing a Strategic Paradox's products.
- According to the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox, its patents are a valuable resource as these allow the firm to sell its products without competitive interference. This results in greater revenue for Singapore Airlines C Managing a Strategic Paradox. These patents also provide Singapore Airlines C Managing a Strategic Paradox with licensing revenue when it licenses these patents out to other manufacturers.
- The Singapore Airlines C Managing a Strategic Paradox VRIO Analysis shows that Singapore Airlines C Managing a Strategic Paradox’s distribution network is a valuable resource. This helps it in reaching out to more and more customers. This ensures greater revenues for Singapore Airlines C Managing a Strategic Paradox. It also ensures that promotion activities translate into sales as the products are easily available.
- According to the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox, 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 Singapore Airlines C Managing a Strategic Paradox VRIO Analysis shows that the research and development at Singapore Airlines C Managing a Strategic Paradox 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 Singapore Airlines C Managing a Strategic Paradox. It is recommended that the research and development teams are improved, and costs are cut for these.
Rare
- The financial resources of Singapore Airlines C Managing a Strategic Paradox are found to be rare according to the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox. 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 Singapore Airlines C Managing a Strategic Paradox 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 Singapore Airlines C Managing a Strategic Paradox and inhibit competitive advantage. This means that the local food products result in competitive parity for Singapore Airlines C Managing a Strategic Paradox. As this resource is valuable, Singapore Airlines C Managing a Strategic Paradox can still make use of this resource.
- The employees of Singapore Airlines C Managing a Strategic Paradox are a rare resource as identified by the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox. 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 Singapore Airlines C Managing a Strategic Paradox are a rare resource as identified by the Singapore Airlines C Managing a Strategic Paradox VRIO Analysis. These patents are not easily available and are not possessed by competitors. This allows Singapore Airlines C Managing a Strategic Paradox to use them without interference from the competition.
- The distribution network of Singapore Airlines C Managing a Strategic Paradox is a rare resource as identified by the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox. This is because competitors would require a lot of investment and time to come up with a better distribution network than that of Singapore Airlines C Managing a Strategic Paradox. These are also possessed by very few firms in the industry.
Imitable
- The financial resources of Singapore Airlines C Managing a Strategic Paradox are costly to imitate as identified by the Singapore Airlines C Managing a Strategic Paradox 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 Singapore Airlines C Managing a Strategic Paradox. 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 Singapore Airlines C Managing a Strategic Paradox provide it with a temporary competitive advantage that competitors can too acquire in the long run.
- The employees of Singapore Airlines C Managing a Strategic Paradox are also not costly to imitate as identified by the Singapore Airlines C Managing a Strategic Paradox VRIO Analysis. This is because other firms can also train their employees to improve their skills. These companies can also hire employees from Singapore Airlines C Managing a Strategic Paradox by offering better compensation packages, work environment, benefits, growth opportunities etc. This makes the employees of Singapore Airlines C Managing a Strategic Paradox a resource that provides a temporary competitive advantage. Competition can acquire these in the future.
- The patents of Singapore Airlines C Managing a Strategic Paradox are very difficult to imitate as identified by the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox. 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 Singapore Airlines C Managing a Strategic Paradox is also very costly to imitate by competition as identified by the Singapore Airlines C Managing a Strategic Paradox VRIO Analysis. This has been developed over the years gradually by Singapore Airlines C Managing a Strategic Paradox. Competitors would have to invest a significant amount if they are to imitate a similar distribution system.
Organisation
- The financial resources of Singapore Airlines C Managing a Strategic Paradox are organised to capture value as identified by the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox. 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 Singapore Airlines C Managing a Strategic Paradox.
- The Patents of Singapore Airlines C Managing a Strategic Paradox are not well organised as identified by the Singapore Airlines C Managing a Strategic Paradox 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 Singapore Airlines C Managing a Strategic Paradox starts selling patented products before the patents expire.
- The distribution network of Singapore Airlines C Managing a Strategic Paradox is organised as identified by the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox. Singapore Airlines C Managing a Strategic Paradox 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 Singapore Airlines C Managing a Strategic Paradox.
From the VRIO Analysis of Singapore Airlines C Managing a Strategic Paradox, 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 Singapore Airlines C Managing a Strategic Paradox 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.
Kathleen Walter
5.0
My prof. was a strict enough personality so I wanted to get updates daily. I discussed this with the support representative and he guaranteed me about perfect work. I received the information about report regularly. The day when I downloaded the work, I was happy because it was far away from my expectations. Thanks!
Anaam Jabril
5.0
When I was searching for any service for completing the assignment, this one gave me good discounts. I hired this service was happy because of discounts and well timed delivery.
Chloe Antonio
5.0
They have experts of their required areas. One should use them and get the document fit to requirements. Thank you!
Adam Victor
5.0
The assignment was well-written. The content was authentic and original. Recommended!
Next Articles
- Ron Perez (A) Vrio Analysis
- Air Deccan (B): From Creating Change To Changing Creativity Vrio Analysis
- Distribution At American Airlines (B) Vrio Analysis
- Hexcel Turnaround 2001 (A) Vrio Analysis
- Major Steckleson At The National Training Center (D): Role For LTC Hanson Vrio Analysis
- David Neeleman: Flight Path Of A Servant Leader (B) Vrio Analysis
- Columbia's Final Mission (Abridged) (B) Vrio Analysis
- HNA Group: Moving China's Air Transport Industry In A New Direction Vrio Analysis
- Major Steckleson At The National Training Center (C): Role For Captain Flip Finnegan Vrio Analysis
- David Neeleman: Flight Path Of A Servant Leader (A) Vrio Analysis
Previous Articles
- Jan Carlzon: CEO At SAS (B) Vrio Analysis
- Millennium Media, Inc. And John Voorenberg Vrio Analysis
- Boeing's: No Nerds, No Birds (F): The NSPE Code Of Ethics Vrio Analysis
- Continental Airlines: The Go Forward Plan Vrio Analysis
- Boeing: No Nerds, No Birds (E): The Right Not To Unionize Vrio Analysis
- Singapore Airlines (B): Strategic Positioning In The Indian Airline Industry Vrio Analysis
- Management Learning Not Management Control: The True Role Of Performance Measurement Vrio Analysis
- Southwest Airlines Flight 1248 (A) Vrio Analysis
- Gordon Bethune At Continental Airlines Vrio Analysis
- Changing The Culture At British Airways 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!