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Oshkosh 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 Oshkosh to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Oshkosh? Defining Valuable in VRIO
A resource or capability is considered valuable for Oshkosh , if it allows the
Oshkosh to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Oshkosh to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Oshkosh.
What are Rare Resources for Oshkosh? Defining Rare in VRIO
In an industry that Oshkosh operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Oshkosh require rare resources to compete in the industry. If Oshkosh don’t have rare resources that are required to succeed in the industry then Oshkosh won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Oshkosh competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Oshkosh? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Oshkosh 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. Oshkosh 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 Oshkosh
What is a Organization for Oshkosh? Defining Organization in VRIO
Even if the Oshkosh 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 Oshkosh 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 Oshkosh | 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 Oshkosh operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Oshkosh is successful at it | Providing Strong Competitive Advantage |
Access to Cheap Capital for Oshkosh | Yes, as a leading player in the industry and current macro economic conditions, Oshkosh has access to cheap capital | No | Can be imitated by the competitors of Oshkosh | Not been totally exploited | Not significant in creating competitive advantage |
Opportunities in the E-Commerce Space for Oshkosh - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Oshkosh 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 |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Brand awareness of Oshkosh products and services | Yes, the brand awareness of Oshkosh products are high | Yes, Oshkosh has one of the leading brand in the industry | No | Oshkosh has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Oshkosh | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Sales Force and Channel Management of Oshkosh | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Oshkosh sustainable competitive advantage. Potential is certainly there. |
Opportunities in the Adjacent Industries that Oshkosh 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 |
Brand Positioning of Oshkosh 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 |
Customer Community of Oshkosh | Yes, as customers are co-creating products | Yes, the Oshkosh has able to build a special relationship with its customers | It is very difficult for Oshkosh competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Oshkosh customers community ecosystem | Providing Strong Competitive Advantage |
Pricing Strategies of Oshkosh | Yes, Oshkosh has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Oshkosh with a Temporary Competitive Advantage |
Alignment of Activities with Oshkosh 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 |
Position among Retailers and Wholesalers – Oshkosh retail strategy | Yes, Oshkosh has strong relationship with retailers and wholesalers | Yes, Oshkosh has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Oshkosh 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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