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Poly Real Estate 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 Poly Real Estate to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Poly Real Estate? Defining Valuable in VRIO
A resource or capability is considered valuable for Poly Real Estate , if it allows the
Poly Real Estate to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Poly Real Estate to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Poly Real Estate.
What are Rare Resources for Poly Real Estate? Defining Rare in VRIO
In an industry that Poly Real Estate operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Poly Real Estate require rare resources to compete in the industry. If Poly Real Estate don’t have rare resources that are required to succeed in the industry then Poly Real Estate won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Poly Real Estate competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Poly Real Estate? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Poly Real Estate 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. Poly Real Estate 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 Poly Real Estate
What is a Organization for Poly Real Estate? Defining Organization in VRIO
Even if the Poly Real Estate 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 Poly Real Estate 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 |
---|---|---|---|---|---|
Track Record of Leadership Team at Poly Real Estate | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Successful Implementation of Digital Strategy at Poly Real Estate | 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 |
Opportunities in the Adjacent Industries that Poly Real Estate 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 |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Poly Real Estate operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Poly Real Estate is successful at it | Providing Strong Competitive Advantage |
Sales Force and Channel Management of Poly Real Estate | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Poly Real Estate sustainable competitive advantage. Potential is certainly there. |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Poly Real Estate in delivering lower costs | No | Can be imitated by competitors of Poly Real Estate but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Opportunities in the E-Commerce Space for Poly Real Estate - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Poly Real Estate 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 |
Opportunities for Brand Extensions for Poly Real Estate 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 |
Brand Positioning of Poly Real Estate 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 |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Poly Real Estate dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Brand awareness of Poly Real Estate products and services | Yes, the brand awareness of Poly Real Estate products are high | Yes, Poly Real Estate has one of the leading brand in the industry | No | Poly Real Estate 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 Poly Real Estate | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Alignment of Activities with Poly Real Estate 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 |
Poly Real Estate 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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