Las Vegas Sands 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 Las Vegas Sands to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Las Vegas Sands? Defining Valuable in VRIO

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

What are Rare Resources for Las Vegas Sands? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Las Vegas Sands? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Las Vegas Sands 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. Las Vegas Sands 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 Las Vegas Sands

What is a Organization for Las Vegas Sands? Defining Organization in VRIO

Even if the Las Vegas Sands 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 Las Vegas Sands 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
Global and Local Presence of Las Vegas Sands	Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles	Yes	Can be imitated by competitors of Las Vegas Sands but at a relatively high cost	Yes, it is one of the most diversified companies in its industry	Providing Strong Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of Las Vegas Sands	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Customer Community of Las Vegas Sands	Yes, as customers are co-creating products	Yes, the Las Vegas Sands has able to build a special relationship with its customers	It is very difficult for Las Vegas Sands competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Las Vegas Sands customers community ecosystem	Providing Strong Competitive Advantage
Opportunities in the E-Commerce Space for Las Vegas Sands - using Present IT Capabilities	Yes, the e-commerce space is rapidly growing and Las Vegas Sands 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
Track Record of Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that Las Vegas Sands operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Las Vegas Sands is successful at it	Providing Strong Competitive Advantage
Sales Force and Channel Management of Las Vegas Sands	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide Las Vegas Sands sustainable competitive advantage. Potential is certainly there.
Pricing Strategies of Las Vegas Sands	Yes, Las Vegas Sands has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Las Vegas Sands with a Temporary Competitive Advantage
Product Portfolio and Synergy among Various Product Lines of Las Vegas Sands	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
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for Las Vegas Sands to thwart competition	Yes, IPR and other rights are rare and competition of Las Vegas Sands 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
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Las Vegas Sands dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Brand awareness of Las Vegas Sands products and services	Yes, the brand awareness of Las Vegas Sands products are high	Yes, Las Vegas Sands has one of the leading brand in the industry	No	Las Vegas Sands has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Supply Chain Network Flexibility of Las Vegas Sands	Yes	Yes	Near competitors also have flexible supply chain and share some of the suppliers	Fully utilized by Las Vegas Sands organizational structure and capabilities	Keeps the business running
Position among Retailers and Wholesalers – Las Vegas Sands retail strategy	Yes, Las Vegas Sands has strong relationship with retailers and wholesalers	Yes, Las Vegas Sands has dedicated channel partners	Difficult to imitate though not impossible	Yes, over the years company has used it successfully	Sustainable Competitive Advantage
Opportunities in the Adjacent Industries that Las Vegas Sands 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

Las Vegas Sands 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