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EMCOR Group 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 EMCOR Group to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for EMCOR Group? Defining Valuable in VRIO
A resource or capability is considered valuable for EMCOR Group , if it allows the
EMCOR Group to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow EMCOR Group to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for EMCOR Group.
What are Rare Resources for EMCOR Group? Defining Rare in VRIO
In an industry that EMCOR Group operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. EMCOR Group require rare resources to compete in the industry. If EMCOR Group don’t have rare resources that are required to succeed in the industry then EMCOR Group won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide EMCOR Group competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for EMCOR Group? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to EMCOR Group 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. EMCOR Group 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 EMCOR Group
What is a Organization for EMCOR Group? Defining Organization in VRIO
Even if the EMCOR Group 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 EMCOR Group 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 |
---|---|---|---|---|---|
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of EMCOR Group | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Brand Positioning of EMCOR Group 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 |
Pricing Strategies of EMCOR Group | Yes, EMCOR Group has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide EMCOR Group with a Temporary Competitive Advantage |
Successful Implementation of Digital Strategy at EMCOR Group | 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 |
Access to Cheap Capital for EMCOR Group | Yes, as a leading player in the industry and current macro economic conditions, EMCOR Group has access to cheap capital | No | Can be imitated by the competitors of EMCOR Group | Not been totally exploited | Not significant in creating competitive advantage |
Opportunities in the E-Commerce Space for EMCOR Group - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and EMCOR Group 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 EMCOR Group operates in | No, none of the competitors so far has able to imitate this expertise | Yes, EMCOR Group is successful at it | Providing Strong Competitive Advantage |
Track Record of Leadership Team at EMCOR Group | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of EMCOR Group | 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 |
Marketing Expertise within EMCOR Group | 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 EMCOR Group are often matched by competitors | Yes, EMCOR Group is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Financial Resources of EMCOR Group | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | EMCOR Group has reasonably sound financial position | EMCOR Group has relatively sustainable Competitive Advantage |
EMCOR Group 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 EMCOR Group | EMCOR Group is leveraging the customer loyalty to good effect | Provide EMCOR Group medium term competitive advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, EMCOR Group 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 EMCOR Group | To a large extent yes | Providing Strong Competitive Advantage |
Brand awareness of EMCOR Group products and services | Yes, the brand awareness of EMCOR Group products are high | Yes, EMCOR Group has one of the leading brand in the industry | No | EMCOR Group has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
EMCOR Group 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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