Order custom Harvard Business Case Study Analysis & Solution. Starting just $19
Fern Fort University
CenterPoint Energy 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 CenterPoint Energy to do better resource allocation and build a defensible value and supply chain.
Order a CenterPoint Energy VRIO / VRIN Analysis now
What is a Valuable Resource for CenterPoint Energy? Defining Valuable in VRIO
A resource or capability is considered valuable for CenterPoint Energy , if it allows the
CenterPoint Energy to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow CenterPoint Energy to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for CenterPoint Energy.
What are Rare Resources for CenterPoint Energy? Defining Rare in VRIO
In an industry that CenterPoint Energy operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. CenterPoint Energy require rare resources to compete in the industry. If CenterPoint Energy don’t have rare resources that are required to succeed in the industry then CenterPoint Energy won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide CenterPoint Energy competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for CenterPoint Energy? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to CenterPoint Energy 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. CenterPoint Energy 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 CenterPoint Energy
What is a Organization for CenterPoint Energy? Defining Organization in VRIO
Even if the CenterPoint Energy 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 CenterPoint Energy 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 |
---|---|---|---|---|---|
CenterPoint Energy 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 CenterPoint Energy | CenterPoint Energy is leveraging the customer loyalty to good effect | Provide CenterPoint Energy medium term competitive advantage |
Opportunities in the Adjacent Industries that CenterPoint Energy 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 |
Customer Community of CenterPoint Energy | Yes, as customers are co-creating products | Yes, the CenterPoint Energy has able to build a special relationship with its customers | It is very difficult for CenterPoint Energy competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on CenterPoint Energy customers community ecosystem | Providing Strong Competitive Advantage |
Brand awareness of CenterPoint Energy products and services | Yes, the brand awareness of CenterPoint Energy products are high | Yes, CenterPoint Energy has one of the leading brand in the industry | No | CenterPoint Energy has utilized its leading brand position in various segments | 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 CenterPoint Energy operates in | No, none of the competitors so far has able to imitate this expertise | Yes, CenterPoint Energy is successful at it | Providing Strong Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Ability to Attract Talent in Various Local & Global Markets | Yes, CenterPoint Energy 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 CenterPoint Energy | To a large extent yes | Providing Strong Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for CenterPoint Energy to thwart competition | Yes, IPR and other rights are rare and competition of CenterPoint Energy 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 |
Product Portfolio and Synergy among Various Product Lines of CenterPoint Energy | 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps CenterPoint Energy in delivering lower costs | No | Can be imitated by competitors of CenterPoint Energy but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with CenterPoint Energy dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Supply Chain Network Flexibility of CenterPoint Energy | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by CenterPoint Energy organizational structure and capabilities | Keeps the business running |
Brand Positioning of CenterPoint Energy 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 |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of CenterPoint Energy | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
CenterPoint Energy 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
MBA Admission help, MBA Assignment Help, MBA Case Study Help, Online Analytics Live Classes
Order Now
Previous VRIO / VRIN Analysis
- Hershey VRIO / VRIN Analysis
- Foot Locker VRIO / VRIN Analysis
- AGCO VRIO / VRIN Analysis
- Boston Scientific VRIO / VRIN Analysis
- Quest Diagnostics VRIO / VRIN Analysis
Next 5 VRIO / VRIN Analysis
- Williams VRIO / VRIN Analysis
- Dicks Sporting Goods VRIO / VRIN Analysis
- Live Nation Entertainment VRIO / VRIN Analysis
- Mutual of Omaha Insurance VRIO / VRIN Analysis
- W.R. Berkley VRIO / VRIN Analysis