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Bloomin Brands 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 Bloomin Brands to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Bloomin Brands? Defining Valuable in VRIO
A resource or capability is considered valuable for Bloomin Brands , if it allows the
Bloomin Brands to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Bloomin Brands to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Bloomin Brands.
What are Rare Resources for Bloomin Brands? Defining Rare in VRIO
In an industry that Bloomin Brands operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Bloomin Brands require rare resources to compete in the industry. If Bloomin Brands don’t have rare resources that are required to succeed in the industry then Bloomin Brands won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Bloomin Brands competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Bloomin Brands? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Bloomin Brands 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. Bloomin Brands 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 Bloomin Brands
What is a Organization for Bloomin Brands? Defining Organization in VRIO
Even if the Bloomin Brands 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 Bloomin Brands 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 |
---|---|---|---|---|---|
Opportunities in the Adjacent Industries that Bloomin Brands 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 |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Bloomin Brands to thwart competition | Yes, IPR and other rights are rare and competition of Bloomin Brands 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 Bloomin Brands dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Bloomin Brands | 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 |
Position among Retailers and Wholesalers – Bloomin Brands retail strategy | Yes, Bloomin Brands has strong relationship with retailers and wholesalers | Yes, Bloomin Brands has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Bloomin Brands in delivering lower costs | No | Can be imitated by competitors of Bloomin Brands but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Supply Chain Network Flexibility of Bloomin Brands | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Bloomin Brands organizational structure and capabilities | Keeps the business running |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Bloomin Brands | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Marketing Expertise within Bloomin Brands | 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 Bloomin Brands are often matched by competitors | Yes, Bloomin Brands is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Successful Implementation of Digital Strategy at Bloomin Brands | 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 |
Global and Local Presence of Bloomin Brands | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Bloomin Brands but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Track Record of Leadership Team at Bloomin Brands | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Access to Cheap Capital for Bloomin Brands | Yes, as a leading player in the industry and current macro economic conditions, Bloomin Brands has access to cheap capital | No | Can be imitated by the competitors of Bloomin Brands | Not been totally exploited | Not significant in creating competitive advantage |
Customer Community of Bloomin Brands | Yes, as customers are co-creating products | Yes, the Bloomin Brands has able to build a special relationship with its customers | It is very difficult for Bloomin Brands competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Bloomin Brands customers community ecosystem | Providing Strong Competitive Advantage |
Bloomin Brands 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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