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Chase VRIO / VRIN Analysis | Assignment Help
What is VRIO / VRIN Analysis ?
VRIO stands for – Value of the resource, Rareness of the resource, Imitation Risk, and Organizational Competence.
VRIO is a resource focused strategic analysis tool.
To build a sustainable competitive advantage the resources that –casename— needs to be valuable, rare, and difficult to imitate. Secondly the –casename— needs to possess capabilities, organizational structure, and culture to optimize the available resources usage. VRIO analysis can help organizations such as Chase to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Chase? Defining Valuable in VRIO
A resource or capability is considered valuable for Chase , if it allows the
Chase to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Chase to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Chase.
What are Rare Resources for Chase? Defining Rare in VRIO
In an industry that Chase operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Chase require rare resources to compete in the industry. If Chase don’t have rare resources that are required to succeed in the industry then Chase won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Chase competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Chase? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Chase for certain period of time as all the competitors are going to try to imitate or replicate that resource. A sustained competitive advantage emerges, if the resource is difficult to imitate by the competitors. Chase can create inmitability by innovating on the product side, reducing pain points on service delivery, and having an effective post sales servicing strategy.
Check out the SWOT analysis of Chase
What is a Organization for Chase? Defining Organization in VRIO
Even if the Chase has all the valuable resources that are both rare and difficult to imitate, it won’t automatically result into a sustainable competitive advantage. The key to build the sustainable competitive advantage is to have organizational capabilities, expertise, and structure to exploit the resources. If Chase is not organized based on its strengths then it won’t able to exploit all the resources that it possesses.
Resources | Value | Rare | Imitation | Organization | Competitive Advantage |
---|---|---|---|---|---|
Alignment of Activities with Chase Corporate Strategy | Yes | No | Each of the firm has its own strategy | Yes, company has organizational skills to extract the maximum out of it. | Still lots of potential to build on it |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Supply Chain Network Flexibility of Chase | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Chase organizational structure and capabilities | Keeps the business running |
Opportunities in the Adjacent Industries that Chase can exploit & New Resources Required to Enter those Industries | Can be valuable as they will create new revenue streams | No | Can be imitated by competitors | All the capabilities of the organization are not fully utilized yet | Has potential |
Brand awareness of Chase products and services | Yes, the brand awareness of Chase products are high | Yes, Chase has one of the leading brand in the industry | No | Chase has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Access to Cheap Capital for Chase | Yes, as a leading player in the industry and current macro economic conditions, Chase has access to cheap capital | No | Can be imitated by the competitors of Chase | Not been totally exploited | Not significant in creating competitive advantage |
Brand Positioning of Chase in Comparison to the Competitors | Yes | No | Can be imitated by competitors but it will require big marketing budget | Yes, the firm has positioned its brands based on consumer behavior | Temporary Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Chase operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Chase is successful at it | Providing Strong Competitive Advantage |
Customer Community of Chase | Yes, as customers are co-creating products | Yes, the Chase has able to build a special relationship with its customers | It is very difficult for Chase competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Chase customers community ecosystem | Providing Strong Competitive Advantage |
Financial Resources of Chase | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Chase has reasonably sound financial position | Chase has relatively sustainable Competitive Advantage |
Position among Retailers and Wholesalers – Chase retail strategy | Yes, Chase has strong relationship with retailers and wholesalers | Yes, Chase has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Chase dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Chase to thwart competition | Yes, IPR and other rights are rare and competition of Chase will find it extremely difficult to copy | Risk of imitation is low but given the margins in the industry disruption chances are high | So far the firm has not utilized the full extent of its IPR & other properties | Providing Strong Competitive Advantage |
Opportunities in the E-Commerce Space for Chase - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Chase can exploit the emerging opportunities | No, most of the competitors are investing in IT to enter the space | The AI and inhouse analytics can be difficult to imitate | It is just the start for the organization | In the long run it can provide sustainable competitive advantage |
Chase SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis
Books and References
Ahir Gopaldas and Anton Siebert (2022 July August) "What You’re Getting Wrong About Customer Journeys",
Harvard Business Review , 92
Linda A. Hill, Emily Tedards, and Taran Swan (2021) "Drive Innovation with Better Decision-Making", Harvard Business Review 86
Dyer, J. H., & Hatch, N. (2004). Using Supplier Networks to Learn Faster. Sloan Management Review, 45(3), 57–63
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120
Dyer, J. H., Kale, P., & Singh, H. (2004, July–August). When to ally and when to acquire. Harvard Business Review, 109–115
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