Japan Post Insurance 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 Japan Post Insurance to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Japan Post Insurance? Defining Valuable in VRIO

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

What are Rare Resources for Japan Post Insurance? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Japan Post Insurance? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Japan Post Insurance 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. Japan Post Insurance 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 Japan Post Insurance

What is a Organization for Japan Post Insurance? Defining Organization in VRIO

Even if the Japan Post Insurance 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 Japan Post Insurance 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
Track Record of Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that Japan Post Insurance operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Japan Post Insurance is successful at it	Providing Strong Competitive Advantage
Alignment of Activities with Japan Post Insurance 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
Opportunities in the Adjacent Industries that Japan Post Insurance 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 Japan Post Insurance	Yes, as customers are co-creating products	Yes, the Japan Post Insurance has able to build a special relationship with its customers	It is very difficult for Japan Post Insurance competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Japan Post Insurance customers community ecosystem	Providing Strong Competitive Advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Japan Post Insurance dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Brand awareness of Japan Post Insurance products and services	Yes, the brand awareness of Japan Post Insurance products are high	Yes, Japan Post Insurance has one of the leading brand in the industry	No	Japan Post Insurance has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Marketing Expertise within Japan Post Insurance	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 Japan Post Insurance are often matched by competitors	Yes, Japan Post Insurance is leveraging both its inhouse marketing department and external expertise	Temporary Competitive Advantage
Japan Post Insurance 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 Japan Post Insurance	Japan Post Insurance is leveraging the customer loyalty to good effect	Provide Japan Post Insurance medium term competitive advantage
Pricing Strategies of Japan Post Insurance	Yes, Japan Post Insurance has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Japan Post Insurance with a Temporary Competitive Advantage
Opportunities for Brand Extensions for Japan Post Insurance 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
Position among Retailers and Wholesalers – Japan Post Insurance retail strategy	Yes, Japan Post Insurance has strong relationship with retailers and wholesalers	Yes, Japan Post Insurance has dedicated channel partners	Difficult to imitate though not impossible	Yes, over the years company has used it successfully	Sustainable Competitive Advantage
Access to Cheap Capital for Japan Post Insurance	Yes, as a leading player in the industry and current macro economic conditions, Japan Post Insurance has access to cheap capital	No	Can be imitated by the competitors of Japan Post Insurance	Not been totally exploited	Not significant in creating competitive advantage
Distribution and Logistics Costs Competitiveness	Yes, as it helps Japan Post Insurance in delivering lower costs	No	Can be imitated by competitors of Japan Post Insurance but it is difficult	Yes	Medium to Long Term Competitive Advantage
Global and Local Presence of Japan Post Insurance	Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles	Yes	Can be imitated by competitors of Japan Post Insurance but at a relatively high cost	Yes, it is one of the most diversified companies in its industry	Providing Strong Competitive Advantage

Japan Post Insurance 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