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Qatar Airways 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 Qatar Airways to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Qatar Airways? Defining Valuable in VRIO
A resource or capability is considered valuable for Qatar Airways , if it allows the
Qatar Airways to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Qatar Airways to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Qatar Airways.
What are Rare Resources for Qatar Airways? Defining Rare in VRIO
In an industry that Qatar Airways operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Qatar Airways require rare resources to compete in the industry. If Qatar Airways don’t have rare resources that are required to succeed in the industry then Qatar Airways won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Qatar Airways competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Qatar Airways? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Qatar Airways 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. Qatar Airways 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 Qatar Airways
What is a Organization for Qatar Airways? Defining Organization in VRIO
Even if the Qatar Airways 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 Qatar Airways 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 |
---|---|---|---|---|---|
Ability to Attract Talent in Various Local & Global Markets | Yes, Qatar Airways 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 Qatar Airways | To a large extent yes | Providing Strong Competitive Advantage |
Successful Implementation of Digital Strategy at Qatar Airways | 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 |
Financial Resources of Qatar Airways | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Qatar Airways has reasonably sound financial position | Qatar Airways has relatively sustainable Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Qatar Airways | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Marketing Expertise within Qatar Airways | 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 Qatar Airways are often matched by competitors | Yes, Qatar Airways is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Brand awareness of Qatar Airways products and services | Yes, the brand awareness of Qatar Airways products are high | Yes, Qatar Airways has one of the leading brand in the industry | No | Qatar Airways has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Opportunities in the E-Commerce Space for Qatar Airways - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Qatar Airways can exploit the emerging opportunities | 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Qatar Airways in delivering lower costs | No | Can be imitated by competitors of Qatar Airways but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Opportunities for Brand Extensions for Qatar Airways 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 Qatar Airways | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Qatar Airways sustainable competitive advantage. Potential is certainly there. |
Opportunities in the Adjacent Industries that Qatar Airways 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 |
Brand Positioning of Qatar Airways 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 |
Track Record of Leadership Team at Qatar Airways | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Qatar Airways 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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