Fidelity National Financial 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 Fidelity National Financial to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Fidelity National Financial? Defining Valuable in VRIO

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

What are Rare Resources for Fidelity National Financial? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Fidelity National Financial? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Fidelity National Financial 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. Fidelity National Financial 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 Fidelity National Financial

What is a Organization for Fidelity National Financial? Defining Organization in VRIO

Even if the Fidelity National Financial 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 Fidelity National Financial 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
Opportunities in the Adjacent Industries that Fidelity National Financial 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
Successful Implementation of Digital Strategy at Fidelity National Financial	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
Track Record of Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that Fidelity National Financial operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Fidelity National Financial is successful at it	Providing Strong Competitive Advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Fidelity National Financial dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Ability to Attract Talent in Various Local & Global Markets	Yes, Fidelity National Financial 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 Fidelity National Financial	To a large extent yes	Providing Strong Competitive Advantage
Distribution and Logistics Costs Competitiveness	Yes, as it helps Fidelity National Financial in delivering lower costs	No	Can be imitated by competitors of Fidelity National Financial but it is difficult	Yes	Medium to Long Term Competitive Advantage
Financial Resources of Fidelity National Financial	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	Fidelity National Financial has reasonably sound financial position	Fidelity National Financial has relatively sustainable Competitive Advantage
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for Fidelity National Financial to thwart competition	Yes, IPR and other rights are rare and competition of Fidelity National Financial 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
Pricing Strategies of Fidelity National Financial	Yes, Fidelity National Financial has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Fidelity National Financial with a Temporary Competitive Advantage
Sales Force and Channel Management of Fidelity National Financial	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide Fidelity National Financial sustainable competitive advantage. Potential is certainly there.
Brand awareness of Fidelity National Financial products and services	Yes, the brand awareness of Fidelity National Financial products are high	Yes, Fidelity National Financial has one of the leading brand in the industry	No	Fidelity National Financial has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Brand Positioning of Fidelity National Financial 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
Position among Retailers and Wholesalers – Fidelity National Financial retail strategy	Yes, Fidelity National Financial has strong relationship with retailers and wholesalers	Yes, Fidelity National Financial has dedicated channel partners	Difficult to imitate though not impossible	Yes, over the years company has used it successfully	Sustainable Competitive Advantage
Product Portfolio and Synergy among Various Product Lines of Fidelity National Financial	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

Fidelity National Financial SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis

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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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