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Liberty Interactive 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 Liberty Interactive to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Liberty Interactive? Defining Valuable in VRIO
A resource or capability is considered valuable for Liberty Interactive , if it allows the
Liberty Interactive to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Liberty Interactive to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Liberty Interactive.
What are Rare Resources for Liberty Interactive? Defining Rare in VRIO
In an industry that Liberty Interactive operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Liberty Interactive require rare resources to compete in the industry. If Liberty Interactive don’t have rare resources that are required to succeed in the industry then Liberty Interactive won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Liberty Interactive competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Liberty Interactive? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Liberty Interactive 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. Liberty Interactive 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 Liberty Interactive
What is a Organization for Liberty Interactive? Defining Organization in VRIO
Even if the Liberty Interactive 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 Liberty Interactive 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 Leadership Team at Liberty Interactive | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Customer Community of Liberty Interactive | Yes, as customers are co-creating products | Yes, the Liberty Interactive has able to build a special relationship with its customers | It is very difficult for Liberty Interactive competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Liberty Interactive 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 Liberty Interactive dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Opportunities for Brand Extensions for Liberty Interactive 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 – Liberty Interactive retail strategy | Yes, Liberty Interactive has strong relationship with retailers and wholesalers | Yes, Liberty Interactive has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Supply Chain Network Flexibility of Liberty Interactive | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Liberty Interactive organizational structure and capabilities | Keeps the business running |
Brand awareness of Liberty Interactive products and services | Yes, the brand awareness of Liberty Interactive products are high | Yes, Liberty Interactive has one of the leading brand in the industry | No | Liberty Interactive has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Liberty Interactive 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 Liberty Interactive | Liberty Interactive is leveraging the customer loyalty to good effect | Provide Liberty Interactive medium term competitive advantage |
Opportunities in the E-Commerce Space for Liberty Interactive - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Liberty Interactive 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 |
Pricing Strategies of Liberty Interactive | Yes, Liberty Interactive has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Liberty Interactive with a Temporary Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Liberty Interactive 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 Liberty Interactive | To a large extent yes | Providing Strong Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Liberty Interactive | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Access to Cheap Capital for Liberty Interactive | Yes, as a leading player in the industry and current macro economic conditions, Liberty Interactive has access to cheap capital | No | Can be imitated by the competitors of Liberty Interactive | Not been totally exploited | Not significant in creating competitive advantage |
Brand Positioning of Liberty Interactive 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 |
Liberty Interactive 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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