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EOG Resources 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 EOG Resources to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for EOG Resources? Defining Valuable in VRIO
A resource or capability is considered valuable for EOG Resources , if it allows the
EOG Resources to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow EOG Resources to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for EOG Resources.
What are Rare Resources for EOG Resources? Defining Rare in VRIO
In an industry that EOG Resources operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. EOG Resources require rare resources to compete in the industry. If EOG Resources don’t have rare resources that are required to succeed in the industry then EOG Resources won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide EOG Resources competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for EOG Resources? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to EOG Resources 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. EOG Resources 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 EOG Resources
What is a Organization for EOG Resources? Defining Organization in VRIO
Even if the EOG Resources 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 EOG Resources 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 |
---|---|---|---|---|---|
Successful Implementation of Digital Strategy at EOG Resources | 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 |
Global and Local Presence of EOG Resources | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of EOG Resources but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Opportunities in the Adjacent Industries that EOG Resources 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 |
Product Portfolio and Synergy among Various Product Lines of EOG Resources | 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 |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that EOG Resources operates in | No, none of the competitors so far has able to imitate this expertise | Yes, EOG Resources is successful at it | Providing Strong Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for EOG Resources to thwart competition | Yes, IPR and other rights are rare and competition of EOG Resources 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 |
Sales Force and Channel Management of EOG Resources | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide EOG Resources sustainable competitive advantage. Potential is certainly there. |
Access to Cheap Capital for EOG Resources | Yes, as a leading player in the industry and current macro economic conditions, EOG Resources has access to cheap capital | No | Can be imitated by the competitors of EOG Resources | Not been totally exploited | Not significant in creating competitive advantage |
Supply Chain Network Flexibility of EOG Resources | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by EOG Resources organizational structure and capabilities | Keeps the business running |
Marketing Expertise within EOG Resources | 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 EOG Resources are often matched by competitors | Yes, EOG Resources is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of EOG Resources | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Opportunities in the E-Commerce Space for EOG Resources - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and EOG Resources 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 |
Brand Positioning of EOG Resources 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 |
Alignment of Activities with EOG Resources 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 |
EOG Resources 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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