The Bank of New York Mellon 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 The Bank of New York Mellon to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for The Bank of New York Mellon? Defining Valuable in VRIO

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

What are Rare Resources for The Bank of New York Mellon? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for The Bank of New York Mellon? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to The Bank of New York Mellon 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. The Bank of New York Mellon 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 The Bank of New York Mellon

What is a Organization for The Bank of New York Mellon? Defining Organization in VRIO

Even if the The Bank of New York Mellon 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 The Bank of New York Mellon 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
Brand awareness of The Bank of New York Mellon products and services	Yes, the brand awareness of The Bank of New York Mellon products are high	Yes, The Bank of New York Mellon has one of the leading brand in the industry	No	The Bank of New York Mellon has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Access to Cheap Capital for The Bank of New York Mellon	Yes, as a leading player in the industry and current macro economic conditions, The Bank of New York Mellon has access to cheap capital	No	Can be imitated by the competitors of The Bank of New York Mellon	Not been totally exploited	Not significant in creating competitive advantage
Talent to Manage Regulatory and Legal Obligations	Yes	No	Can be imitated by competitors	Yes	Not critical factor
Distribution and Logistics Costs Competitiveness	Yes, as it helps The Bank of New York Mellon in delivering lower costs	No	Can be imitated by competitors of The Bank of New York Mellon but it is difficult	Yes	Medium to Long Term Competitive Advantage
Pricing Strategies of The Bank of New York Mellon	Yes, The Bank of New York Mellon has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide The Bank of New York Mellon with a Temporary Competitive Advantage
Marketing Expertise within The Bank of New York Mellon	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 The Bank of New York Mellon are often matched by competitors	Yes, The Bank of New York Mellon is leveraging both its inhouse marketing department and external expertise	Temporary Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of The Bank of New York Mellon	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Track Record of Leadership Team at The Bank of New York Mellon	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Ability to Attract Talent in Various Local & Global Markets	Yes, The Bank of New York Mellon 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 The Bank of New York Mellon	To a large extent yes	Providing Strong Competitive Advantage
Opportunities for Brand Extensions for The Bank of New York Mellon 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
Customer Community of The Bank of New York Mellon	Yes, as customers are co-creating products	Yes, the The Bank of New York Mellon has able to build a special relationship with its customers	It is very difficult for The Bank of New York Mellon competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on The Bank of New York Mellon customers community ecosystem	Providing Strong Competitive Advantage
Financial Resources of The Bank of New York Mellon	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	The Bank of New York Mellon has reasonably sound financial position	The Bank of New York Mellon has relatively sustainable Competitive Advantage
Alignment of Activities with The Bank of New York Mellon 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
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for The Bank of New York Mellon to thwart competition	Yes, IPR and other rights are rare and competition of The Bank of New York Mellon 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

The Bank of New York Mellon SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis

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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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