Budweiser 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 Budweiser to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Budweiser? Defining Valuable in VRIO

A resource or capability is considered valuable for Budweiser , if it allows the Budweiser to exploit opportunities or negate threats emerging out of both the micro business environment and the macro environment. If a resource does not allow Budweiser to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Budweiser.

What are Rare Resources for Budweiser? Defining Rare in VRIO

In an industry that Budweiser operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Budweiser require rare resources to compete in the industry. If Budweiser don’t have rare resources that are required to succeed in the industry then Budweiser won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Budweiser competitive advantage against players that don’t have those rare resources. HBR Case Study Solution

What is a Inimitable (Difficult to Immitate) Resource for Budweiser? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Budweiser 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. Budweiser 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 Budweiser

What is a Organization for Budweiser? Defining Organization in VRIO

Even if the Budweiser 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 Budweiser 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 Budweiser	Yes	Yes	Near competitors also have flexible supply chain and share some of the suppliers	Fully utilized by Budweiser organizational structure and capabilities	Keeps the business running
Brand awareness of Budweiser products and services	Yes, the brand awareness of Budweiser products are high	Yes, Budweiser has one of the leading brand in the industry	No	Budweiser has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Budweiser dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Customer Community of Budweiser	Yes, as customers are co-creating products	Yes, the Budweiser has able to build a special relationship with its customers	It is very difficult for Budweiser competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Budweiser customers community ecosystem	Providing Strong Competitive Advantage
Successful Implementation of Digital Strategy at Budweiser	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
Sales Force and Channel Management of Budweiser	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide Budweiser sustainable competitive advantage. Potential is certainly there.
Talent to Manage Regulatory and Legal Obligations	Yes	No	Can be imitated by competitors	Yes	Not critical factor
Brand Positioning of Budweiser 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
Distribution and Logistics Costs Competitiveness	Yes, as it helps Budweiser in delivering lower costs	No	Can be imitated by competitors of Budweiser but it is difficult	Yes	Medium to Long Term Competitive Advantage
Budweiser Customer Network and Loyalty	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 Budweiser	Budweiser is leveraging the customer loyalty to good effect	Provide Budweiser medium term competitive advantage
Alignment of Activities with Budweiser 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
Marketing Expertise within Budweiser	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 Budweiser are often matched by competitors	Yes, Budweiser is leveraging both its inhouse marketing department and external expertise	Temporary Competitive Advantage
Ability to Attract Talent in Various Local & Global Markets	Yes, Budweiser 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 Budweiser	To a large extent yes	Providing Strong Competitive Advantage
Access to Cheap Capital for Budweiser	Yes, as a leading player in the industry and current macro economic conditions, Budweiser has access to cheap capital	No	Can be imitated by the competitors of Budweiser	Not been totally exploited	Not significant in creating competitive advantage

Budweiser 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