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Infosys 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 Infosys to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Infosys? Defining Valuable in VRIO
A resource or capability is considered valuable for Infosys , if it allows the
Infosys to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Infosys to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Infosys.
What are Rare Resources for Infosys? Defining Rare in VRIO
In an industry that Infosys operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Infosys require rare resources to compete in the industry. If Infosys don’t have rare resources that are required to succeed in the industry then Infosys won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Infosys competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Infosys? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Infosys 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. Infosys 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 Infosys
What is a Organization for Infosys? Defining Organization in VRIO
Even if the Infosys 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 Infosys 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 |
---|---|---|---|---|---|
Supply Chain Network Flexibility of Infosys | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Infosys organizational structure and capabilities | Keeps the business running |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Infosys to thwart competition | Yes, IPR and other rights are rare and competition of Infosys 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 |
Pricing Strategies of Infosys | Yes, Infosys has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Infosys with a Temporary Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Financial Resources of Infosys | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Infosys has reasonably sound financial position | Infosys has relatively sustainable Competitive Advantage |
Customer Community of Infosys | Yes, as customers are co-creating products | Yes, the Infosys has able to build a special relationship with its customers | It is very difficult for Infosys competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Infosys customers community ecosystem | Providing Strong Competitive Advantage |
Marketing Expertise within Infosys | 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 Infosys are often matched by competitors | Yes, Infosys is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Position among Retailers and Wholesalers – Infosys retail strategy | Yes, Infosys has strong relationship with retailers and wholesalers | Yes, Infosys has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Alignment of Activities with Infosys 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 |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Infosys dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Opportunities for Brand Extensions for Infosys 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 |
Product Portfolio and Synergy among Various Product Lines of Infosys | 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 |
Access to Cheap Capital for Infosys | Yes, as a leading player in the industry and current macro economic conditions, Infosys has access to cheap capital | No | Can be imitated by the competitors of Infosys | Not been totally exploited | Not significant in creating competitive advantage |
Track Record of Leadership Team at Infosys | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Infosys 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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