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Insight Enterprises 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 Insight Enterprises to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Insight Enterprises? Defining Valuable in VRIO
A resource or capability is considered valuable for Insight Enterprises , if it allows the
Insight Enterprises to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Insight Enterprises to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Insight Enterprises.
What are Rare Resources for Insight Enterprises? Defining Rare in VRIO
In an industry that Insight Enterprises operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Insight Enterprises require rare resources to compete in the industry. If Insight Enterprises don’t have rare resources that are required to succeed in the industry then Insight Enterprises won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Insight Enterprises competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Insight Enterprises? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Insight Enterprises 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. Insight Enterprises 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 Insight Enterprises
What is a Organization for Insight Enterprises? Defining Organization in VRIO
Even if the Insight Enterprises 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 Insight Enterprises 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 |
---|---|---|---|---|---|
Sales Force and Channel Management of Insight Enterprises | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Insight Enterprises sustainable competitive advantage. Potential is certainly there. |
Successful Implementation of Digital Strategy at Insight Enterprises | 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 |
Ability to Attract Talent in Various Local & Global Markets | Yes, Insight Enterprises 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 Insight Enterprises | To a large extent yes | Providing Strong Competitive Advantage |
Marketing Expertise within Insight Enterprises | 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 Insight Enterprises are often matched by competitors | Yes, Insight Enterprises is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Opportunities in the Adjacent Industries that Insight Enterprises 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 |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Insight Enterprises operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Insight Enterprises is successful at it | Providing Strong Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Insight Enterprises | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Position among Retailers and Wholesalers – Insight Enterprises retail strategy | Yes, Insight Enterprises has strong relationship with retailers and wholesalers | Yes, Insight Enterprises has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Opportunities for Brand Extensions for Insight Enterprises 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 |
Pricing Strategies of Insight Enterprises | Yes, Insight Enterprises has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Insight Enterprises with a Temporary Competitive Advantage |
Customer Community of Insight Enterprises | Yes, as customers are co-creating products | Yes, the Insight Enterprises has able to build a special relationship with its customers | It is very difficult for Insight Enterprises competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Insight Enterprises customers community ecosystem | Providing Strong Competitive Advantage |
Supply Chain Network Flexibility of Insight Enterprises | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Insight Enterprises organizational structure and capabilities | Keeps the business running |
Track Record of Leadership Team at Insight Enterprises | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Alignment of Activities with Insight Enterprises 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 |
Insight Enterprises 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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