Securian Financial 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 Securian Financial Group to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Securian Financial Group? Defining Valuable in VRIO

A resource or capability is considered valuable for Securian Financial Group , if it allows the Securian Financial 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 Securian Financial Group to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Securian Financial Group.

What are Rare Resources for Securian Financial Group? Defining Rare in VRIO

In an industry that Securian Financial Group operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Securian Financial Group require rare resources to compete in the industry. If Securian Financial Group don’t have rare resources that are required to succeed in the industry then Securian Financial Group won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Securian Financial 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 Securian Financial Group? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Securian Financial 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. Securian Financial 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 Securian Financial Group

What is a Organization for Securian Financial Group? Defining Organization in VRIO

Even if the Securian Financial 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 Securian Financial 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
Alignment of Activities with Securian Financial Group 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
Access to Cheap Capital for Securian Financial Group	Yes, as a leading player in the industry and current macro economic conditions, Securian Financial Group has access to cheap capital	No	Can be imitated by the competitors of Securian Financial Group	Not been totally exploited	Not significant in creating competitive advantage
Opportunities in the Adjacent Industries that Securian Financial Group 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
Talent to Manage Regulatory and Legal Obligations	Yes	No	Can be imitated by competitors	Yes	Not critical factor
Global and Local Presence of Securian Financial Group	Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles	Yes	Can be imitated by competitors of Securian Financial Group but at a relatively high cost	Yes, it is one of the most diversified companies in its industry	Providing Strong Competitive Advantage
Position among Retailers and Wholesalers – Securian Financial Group retail strategy	Yes, Securian Financial Group has strong relationship with retailers and wholesalers	Yes, Securian Financial Group has dedicated channel partners	Difficult to imitate though not impossible	Yes, over the years company has used it successfully	Sustainable Competitive Advantage
Marketing Expertise within Securian Financial 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 Securian Financial Group are often matched by competitors	Yes, Securian Financial Group is leveraging both its inhouse marketing department and external expertise	Temporary Competitive Advantage
Sales Force and Channel Management of Securian Financial Group	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide Securian Financial Group sustainable competitive advantage. Potential is certainly there.
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for Securian Financial Group to thwart competition	Yes, IPR and other rights are rare and competition of Securian Financial Group 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
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Securian Financial Group dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Brand awareness of Securian Financial Group products and services	Yes, the brand awareness of Securian Financial Group products are high	Yes, Securian Financial Group has one of the leading brand in the industry	No	Securian Financial Group has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Successful Implementation of Digital Strategy at Securian Financial 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
Track Record of Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that Securian Financial Group operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Securian Financial Group is successful at it	Providing Strong Competitive Advantage
Product Portfolio and Synergy among Various Product Lines of Securian Financial 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

Securian Financial Group SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis

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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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