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Mizuho 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 Mizuho to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Mizuho? Defining Valuable in VRIO
A resource or capability is considered valuable for Mizuho , if it allows the
Mizuho to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Mizuho to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Mizuho.
What are Rare Resources for Mizuho? Defining Rare in VRIO
In an industry that Mizuho operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Mizuho require rare resources to compete in the industry. If Mizuho don’t have rare resources that are required to succeed in the industry then Mizuho won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Mizuho competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Mizuho? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Mizuho 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. Mizuho 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 Mizuho
What is a Organization for Mizuho? Defining Organization in VRIO
Even if the Mizuho 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 Mizuho 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 |
---|---|---|---|---|---|
Product Portfolio and Synergy among Various Product Lines of Mizuho | 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 |
Pricing Strategies of Mizuho | Yes, Mizuho has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Mizuho with a Temporary Competitive Advantage |
Opportunities in the Adjacent Industries that Mizuho 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 |
Ability to Attract Talent in Various Local & Global Markets | Yes, Mizuho 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 Mizuho | To a large extent yes | Providing Strong Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Mizuho operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Mizuho is successful at it | Providing Strong Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Mizuho | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Opportunities in the E-Commerce Space for Mizuho - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Mizuho 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Mizuho in delivering lower costs | No | Can be imitated by competitors of Mizuho but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Customer Community of Mizuho | Yes, as customers are co-creating products | Yes, the Mizuho has able to build a special relationship with its customers | It is very difficult for Mizuho competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Mizuho customers community ecosystem | Providing Strong Competitive Advantage |
Global and Local Presence of Mizuho | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Mizuho but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Marketing Expertise within Mizuho | Yes, firms are competing based on differentiation in the industry | No, as most of the competitors also have good marketing departments and expertise | Pricing strategies of Mizuho are often matched by competitors | Yes, Mizuho is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Financial Resources of Mizuho | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Mizuho has reasonably sound financial position | Mizuho has relatively sustainable Competitive Advantage |
Track Record of Leadership Team at Mizuho | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Mizuho 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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