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Herms 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 Herm
Order a Herm
What is a Valuable Resource for Herms? Defining Valuable in VRIO
A resource or capability is considered valuable for Herm
What are Rare Resources for Herms? Defining Rare in VRIO
In an industry that Herm
What is a Inimitable (Difficult to Immitate) Resource for Herms? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Herm
What is a Organization for Herms? Defining Organization in VRIO
Even if the Herm
Resources | Value | Rare | Imitation | Organization | Competitive Advantage |
---|---|---|---|---|---|
Access to Cheap Capital for Herm |
Yes, as a leading player in the industry and current macro economic conditions, Herm |
No | Can be imitated by the competitors of Herm |
Not been totally exploited | Not significant in creating competitive advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Herm |
No, none of the competitors so far has able to imitate this expertise | Yes, Herm |
Providing Strong Competitive Advantage |
Alignment of Activities with Herm |
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 |
Opportunities for Brand Extensions for Herm |
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 |
Brand awareness of Herm |
Yes, the brand awareness of Herm |
Yes, Herm |
No | Herm |
Sustainable Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Herm |
Yes, it is valuable in the industry given the various segmentations & consumer preferences. | Most of the competitors are trying to enter the lucrative segments | Can be imitated by the competitors | The firm has used it to good effect, details can be found in case exhibit | Provide short term competitive advantage but requires constant innovation to sustain |
Position among Retailers and Wholesalers – Herm |
Yes, Herm |
Yes, Herm |
Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Brand Positioning of Herm |
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 |
Global and Local Presence of Herm |
Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Herm |
Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Successful Implementation of Digital Strategy at Herm |
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 |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Herm |
Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Herm |
Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Customer Community of Herm |
Yes, as customers are co-creating products | Yes, the Herm |
It is very difficult for Herm |
Going by the data, there is still a lot of upside in building on Herm |
Providing Strong Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Herm |
Yes, as talent is critical to firm's growth | Difficult to imitate for the current competitors of Herm |
To a large extent yes | Providing Strong Competitive Advantage |
Herm
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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