Order custom Harvard Business Case Study Analysis & Solution. Starting just $19
Fern Fort University
Nescaf 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 Nescaf
Order a Nescaf
What is a Valuable Resource for Nescaf? Defining Valuable in VRIO
A resource or capability is considered valuable for Nescaf
What are Rare Resources for Nescaf? Defining Rare in VRIO
In an industry that Nescaf
What is a Inimitable (Difficult to Immitate) Resource for Nescaf? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Nescaf
What is a Organization for Nescaf? Defining Organization in VRIO
Even if the Nescaf
Resources | Value | Rare | Imitation | Organization | Competitive Advantage |
---|---|---|---|---|---|
Financial Resources of Nescaf |
Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Nescaf |
Nescaf |
Sales Force and Channel Management of Nescaf |
Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Nescaf |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Access to Cheap Capital for Nescaf |
Yes, as a leading player in the industry and current macro economic conditions, Nescaf |
No | Can be imitated by the competitors of Nescaf |
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 Nescaf |
No, none of the competitors so far has able to imitate this expertise | Yes, Nescaf |
Providing Strong Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Nescaf |
Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Global and Local Presence of Nescaf |
Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Nescaf |
Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Nescaf |
Yes, 23% of the customers contribute to more than 84% of the sales revenue | Yes, firm has invested to build a strong customer loyalty | Has been tried by competitors but none of them are as successful as Nescaf |
Nescaf |
Provide Nescaf |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Nescaf |
No | Can be imitated by competitors of Nescaf |
Yes | Medium to Long Term Competitive Advantage |
Opportunities for Brand Extensions for Nescaf |
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 |
Customer Community of Nescaf |
Yes, as customers are co-creating products | Yes, the Nescaf |
It is very difficult for Nescaf |
Going by the data, there is still a lot of upside in building on Nescaf |
Providing Strong Competitive Advantage |
Brand awareness of Nescaf |
Yes, the brand awareness of Nescaf |
Yes, Nescaf |
No | Nescaf |
Sustainable Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Nescaf |
Yes, IPR and other rights are rare and competition of Nescaf |
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 |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Nescaf |
Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Nescaf
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
MBA Admission help, MBA Assignment Help, MBA Case Study Help, Online Analytics Live Classes
Order Now
Previous VRIO / VRIN Analysis
- Nivea VRIO / VRIN Analysis
- TIM VRIO / VRIN Analysis
- telenor VRIO / VRIN Analysis
- E leclerc VRIO / VRIN Analysis
- BASF VRIO / VRIN Analysis
Next 5 VRIO / VRIN Analysis
- American Airlines VRIO / VRIN Analysis
- Publix VRIO / VRIN Analysis
- Lukoil VRIO / VRIN Analysis
- Clinique VRIO / VRIN Analysis
- Rolex VRIO / VRIN Analysis