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Sprint 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 Sprint to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Sprint? Defining Valuable in VRIO
A resource or capability is considered valuable for Sprint , if it allows the
Sprint to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Sprint to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Sprint.
What are Rare Resources for Sprint? Defining Rare in VRIO
In an industry that Sprint operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Sprint require rare resources to compete in the industry. If Sprint don’t have rare resources that are required to succeed in the industry then Sprint won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Sprint competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Sprint? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Sprint 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. Sprint 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 Sprint
What is a Organization for Sprint? Defining Organization in VRIO
Even if the Sprint 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 Sprint 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 |
---|---|---|---|---|---|
Opportunities for Brand Extensions for Sprint products | Yes, new niches are emerging in the market | No, as most of the competitors are also targeting those niches | Yes can be imitated by the competitors | Brand extensions will require higher marketing budget | Temporary Competitive Advantage |
Position among Retailers and Wholesalers – Sprint retail strategy | Yes, Sprint has strong relationship with retailers and wholesalers | Yes, Sprint has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Brand awareness of Sprint products and services | Yes, the brand awareness of Sprint products are high | Yes, Sprint has one of the leading brand in the industry | No | Sprint has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Sprint | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Brand Positioning of Sprint 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 Leadership Team at Sprint | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Supply Chain Network Flexibility of Sprint | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Sprint organizational structure and capabilities | Keeps the business running |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Sprint to thwart competition | Yes, IPR and other rights are rare and competition of Sprint 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 |
Successful Implementation of Digital Strategy at Sprint | Yes, without a comprehensive digital strategy it is extremely difficult to compete | No, as most of the firms are investing into digitalizing operations | Can be imitated by competitors | One of the leading player in the industry | Digital strategy has become critical in the industry but it can't provide sustainable competitive advantage to |
Alignment of Activities with Sprint 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 |
Ability to Attract Talent in Various Local & Global Markets | Yes, Sprint strategy is built on successful innovation and localization of products | Yes, as talent is critical to firm's growth | Difficult to imitate for the current competitors of Sprint | To a large extent yes | Providing Strong Competitive Advantage |
Customer Community of Sprint | Yes, as customers are co-creating products | Yes, the Sprint has able to build a special relationship with its customers | It is very difficult for Sprint competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Sprint customers community ecosystem | Providing Strong Competitive Advantage |
Opportunities in the E-Commerce Space for Sprint - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Sprint 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 |
Financial Resources of Sprint | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Sprint has reasonably sound financial position | Sprint has relatively sustainable Competitive Advantage |
Sprint 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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