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Este Lauder 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 Est
Order a Est
What is a Valuable Resource for Este Lauder? Defining Valuable in VRIO
A resource or capability is considered valuable for Est
What are Rare Resources for Este Lauder? Defining Rare in VRIO
In an industry that Est
What is a Inimitable (Difficult to Immitate) Resource for Este Lauder? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Est
What is a Organization for Este Lauder? Defining Organization in VRIO
Even if the Est
Resources | Value | Rare | Imitation | Organization | Competitive Advantage |
---|---|---|---|---|---|
Ability to Attract Talent in Various Local & Global Markets | Yes, Est |
Yes, as talent is critical to firm's growth | Difficult to imitate for the current competitors of Est |
To a large extent yes | Providing Strong Competitive Advantage |
Financial Resources of Est |
Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Est |
Est |
Successful Implementation of Digital Strategy at Est |
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 |
Brand Positioning of Est |
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 |
Global and Local Presence of Est |
Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Est |
Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Opportunities in the Adjacent Industries that Est |
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 |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Supply Chain Network Flexibility of Est |
Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Est |
Keeps the business running |
Alignment of Activities with Est |
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 |
Opportunities in the E-Commerce Space for Est |
Yes, the e-commerce space is rapidly growing and Est |
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 |
Access to Cheap Capital for Est |
Yes, as a leading player in the industry and current macro economic conditions, Est |
No | Can be imitated by the competitors of Est |
Not been totally exploited | Not significant in creating competitive advantage |
Marketing Expertise within Est |
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 Est |
Yes, Est |
Temporary Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Est |
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 |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Est |
Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Est
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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