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Fresenius 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 Fresenius to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Fresenius? Defining Valuable in VRIO
A resource or capability is considered valuable for Fresenius , if it allows the
Fresenius to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Fresenius to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Fresenius.
What are Rare Resources for Fresenius? Defining Rare in VRIO
In an industry that Fresenius operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Fresenius require rare resources to compete in the industry. If Fresenius don’t have rare resources that are required to succeed in the industry then Fresenius won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Fresenius competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Fresenius? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Fresenius 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. Fresenius 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 Fresenius
What is a Organization for Fresenius? Defining Organization in VRIO
Even if the Fresenius 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 Fresenius 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 |
---|---|---|---|---|---|
Successful Implementation of Digital Strategy at Fresenius | 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 |
Marketing Expertise within Fresenius | 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 Fresenius are often matched by competitors | Yes, Fresenius is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Supply Chain Network Flexibility of Fresenius | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Fresenius organizational structure and capabilities | Keeps the business running |
Ability to Attract Talent in Various Local & Global Markets | Yes, Fresenius 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 Fresenius | To a large extent yes | Providing Strong Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Fresenius to thwart competition | Yes, IPR and other rights are rare and competition of Fresenius 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 |
Opportunities for Brand Extensions for Fresenius 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 |
Sales Force and Channel Management of Fresenius | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Fresenius sustainable competitive advantage. Potential is certainly there. |
Product Portfolio and Synergy among Various Product Lines of Fresenius | 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Fresenius in delivering lower costs | No | Can be imitated by competitors of Fresenius but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Brand Positioning of Fresenius 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 |
Opportunities in the Adjacent Industries that Fresenius 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 |
Customer Community of Fresenius | Yes, as customers are co-creating products | Yes, the Fresenius has able to build a special relationship with its customers | It is very difficult for Fresenius competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Fresenius customers community ecosystem | Providing Strong Competitive Advantage |
Access to Cheap Capital for Fresenius | Yes, as a leading player in the industry and current macro economic conditions, Fresenius has access to cheap capital | No | Can be imitated by the competitors of Fresenius | Not been totally exploited | Not significant in creating competitive advantage |
Global and Local Presence of Fresenius | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Fresenius but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Fresenius 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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