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Johnson & Johnson 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 Johnson & Johnson to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Johnson & Johnson? Defining Valuable in VRIO
A resource or capability is considered valuable for Johnson & Johnson , if it allows the
Johnson & Johnson to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Johnson & Johnson to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Johnson & Johnson.
What are Rare Resources for Johnson & Johnson? Defining Rare in VRIO
In an industry that Johnson & Johnson operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Johnson & Johnson require rare resources to compete in the industry. If Johnson & Johnson don’t have rare resources that are required to succeed in the industry then Johnson & Johnson won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Johnson & Johnson competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Johnson & Johnson? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Johnson & Johnson 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. Johnson & Johnson 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 Johnson & Johnson
What is a Organization for Johnson & Johnson? Defining Organization in VRIO
Even if the Johnson & Johnson 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 Johnson & Johnson 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 |
---|---|---|---|---|---|
Product Portfolio and Synergy among Various Product Lines of Johnson & Johnson | 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 |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Johnson & Johnson | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Track Record of Leadership Team at Johnson & Johnson | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Access to Cheap Capital for Johnson & Johnson | Yes, as a leading player in the industry and current macro economic conditions, Johnson & Johnson has access to cheap capital | No | Can be imitated by the competitors of Johnson & Johnson | Not been totally exploited | Not significant in creating competitive advantage |
Sales Force and Channel Management of Johnson & Johnson | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Johnson & Johnson sustainable competitive advantage. Potential is certainly there. |
Opportunities for Brand Extensions for Johnson & Johnson 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 |
Financial Resources of Johnson & Johnson | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Johnson & Johnson has reasonably sound financial position | Johnson & Johnson has relatively sustainable Competitive Advantage |
Johnson & Johnson 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 Johnson & Johnson | Johnson & Johnson is leveraging the customer loyalty to good effect | Provide Johnson & Johnson medium term competitive advantage |
Customer Community of Johnson & Johnson | Yes, as customers are co-creating products | Yes, the Johnson & Johnson has able to build a special relationship with its customers | It is very difficult for Johnson & Johnson competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Johnson & Johnson 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 Johnson & Johnson dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Global and Local Presence of Johnson & Johnson | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Johnson & Johnson but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Marketing Expertise within Johnson & Johnson | 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 Johnson & Johnson are often matched by competitors | Yes, Johnson & Johnson is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Johnson & Johnson operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Johnson & Johnson is successful at it | Providing Strong Competitive Advantage |
Opportunities in the Adjacent Industries that Johnson & Johnson 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 |
Johnson & Johnson 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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