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DISH Network 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 DISH Network to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for DISH Network? Defining Valuable in VRIO
A resource or capability is considered valuable for DISH Network , if it allows the
DISH Network to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow DISH Network to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for DISH Network.
What are Rare Resources for DISH Network? Defining Rare in VRIO
In an industry that DISH Network operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. DISH Network require rare resources to compete in the industry. If DISH Network don’t have rare resources that are required to succeed in the industry then DISH Network won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide DISH Network competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for DISH Network? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to DISH Network 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. DISH Network 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 DISH Network
What is a Organization for DISH Network? Defining Organization in VRIO
Even if the DISH Network 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 DISH Network 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 |
---|---|---|---|---|---|
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for DISH Network to thwart competition | Yes, IPR and other rights are rare and competition of DISH Network 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 |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that DISH Network operates in | No, none of the competitors so far has able to imitate this expertise | Yes, DISH Network is successful at it | Providing Strong Competitive Advantage |
Brand awareness of DISH Network products and services | Yes, the brand awareness of DISH Network products are high | Yes, DISH Network has one of the leading brand in the industry | No | DISH Network has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with DISH Network dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Opportunities for Brand Extensions for DISH Network 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 |
Ability to Attract Talent in Various Local & Global Markets | Yes, DISH Network 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 DISH Network | To a large extent yes | Providing Strong Competitive Advantage |
Brand Positioning of DISH Network 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 |
Product Portfolio and Synergy among Various Product Lines of DISH Network | 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 |
Global and Local Presence of DISH Network | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of DISH Network but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Position among Retailers and Wholesalers – DISH Network retail strategy | Yes, DISH Network has strong relationship with retailers and wholesalers | Yes, DISH Network has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Customer Community of DISH Network | Yes, as customers are co-creating products | Yes, the DISH Network has able to build a special relationship with its customers | It is very difficult for DISH Network competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on DISH Network customers community ecosystem | Providing Strong Competitive Advantage |
Alignment of Activities with DISH Network 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 |
Successful Implementation of Digital Strategy at DISH Network | 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 |
Access to Cheap Capital for DISH Network | Yes, as a leading player in the industry and current macro economic conditions, DISH Network has access to cheap capital | No | Can be imitated by the competitors of DISH Network | Not been totally exploited | Not significant in creating competitive advantage |
DISH Network 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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