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Evergrande 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 Evergrande 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 Evergrande Real Estate? Defining Valuable in VRIO
A resource or capability is considered valuable for Evergrande Real Estate , if it allows the
Evergrande 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 Evergrande Real Estate to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Evergrande Real Estate.
What are Rare Resources for Evergrande Real Estate? Defining Rare in VRIO
In an industry that Evergrande Real Estate operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Evergrande Real Estate require rare resources to compete in the industry. If Evergrande Real Estate don’t have rare resources that are required to succeed in the industry then Evergrande Real Estate won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Evergrande 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 Evergrande Real Estate? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Evergrande 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. Evergrande 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 Evergrande Real Estate
What is a Organization for Evergrande Real Estate? Defining Organization in VRIO
Even if the Evergrande 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 Evergrande 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 |
---|---|---|---|---|---|
Opportunities for Brand Extensions for Evergrande 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 |
Pricing Strategies of Evergrande Real Estate | Yes, Evergrande Real Estate has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Evergrande Real Estate with a Temporary Competitive Advantage |
Successful Implementation of Digital Strategy at Evergrande 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 |
Supply Chain Network Flexibility of Evergrande Real Estate | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Evergrande Real Estate organizational structure and capabilities | Keeps the business running |
Position among Retailers and Wholesalers – Evergrande Real Estate retail strategy | Yes, Evergrande Real Estate has strong relationship with retailers and wholesalers | Yes, Evergrande Real Estate has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Evergrande Real Estate 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 Evergrande Real Estate | To a large extent yes | Providing Strong Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Evergrande Real Estate operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Evergrande Real Estate is successful at it | Providing Strong Competitive Advantage |
Sales Force and Channel Management of Evergrande Real Estate | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Evergrande Real Estate sustainable competitive advantage. Potential is certainly there. |
Financial Resources of Evergrande Real Estate | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Evergrande Real Estate has reasonably sound financial position | Evergrande Real Estate has relatively sustainable Competitive Advantage |
Alignment of Activities with Evergrande 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 |
Marketing Expertise within Evergrande Real Estate | 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 Evergrande Real Estate are often matched by competitors | Yes, Evergrande Real Estate is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Customer Community of Evergrande Real Estate | Yes, as customers are co-creating products | Yes, the Evergrande Real Estate has able to build a special relationship with its customers | It is very difficult for Evergrande Real Estate competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Evergrande Real Estate customers community ecosystem | Providing Strong Competitive Advantage |
Brand Positioning of Evergrande 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 |
Brand awareness of Evergrande Real Estate products and services | Yes, the brand awareness of Evergrande Real Estate products are high | Yes, Evergrande Real Estate has one of the leading brand in the industry | No | Evergrande Real Estate has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Evergrande 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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