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Orbital ATK 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 Orbital ATK to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Orbital ATK? Defining Valuable in VRIO
A resource or capability is considered valuable for Orbital ATK , if it allows the
Orbital ATK to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Orbital ATK to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Orbital ATK.
What are Rare Resources for Orbital ATK? Defining Rare in VRIO
In an industry that Orbital ATK operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Orbital ATK require rare resources to compete in the industry. If Orbital ATK don’t have rare resources that are required to succeed in the industry then Orbital ATK won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Orbital ATK competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Orbital ATK? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Orbital ATK 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. Orbital ATK 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 Orbital ATK
What is a Organization for Orbital ATK? Defining Organization in VRIO
Even if the Orbital ATK 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 Orbital ATK 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 for Brand Extensions for Orbital ATK 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 |
Position among Retailers and Wholesalers – Orbital ATK retail strategy | Yes, Orbital ATK has strong relationship with retailers and wholesalers | Yes, Orbital ATK has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Orbital ATK 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 Orbital ATK | Orbital ATK is leveraging the customer loyalty to good effect | Provide Orbital ATK medium term competitive advantage |
Alignment of Activities with Orbital ATK 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 |
Opportunities in the Adjacent Industries that Orbital ATK 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 |
Financial Resources of Orbital ATK | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Orbital ATK has reasonably sound financial position | Orbital ATK has relatively sustainable Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Successful Implementation of Digital Strategy at Orbital ATK | 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 |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Orbital ATK to thwart competition | Yes, IPR and other rights are rare and competition of Orbital ATK 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 |
Global and Local Presence of Orbital ATK | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Orbital ATK but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Orbital ATK dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Customer Community of Orbital ATK | Yes, as customers are co-creating products | Yes, the Orbital ATK has able to build a special relationship with its customers | It is very difficult for Orbital ATK competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Orbital ATK customers community ecosystem | Providing Strong Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Orbital ATK 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 Orbital ATK | To a large extent yes | Providing Strong Competitive Advantage |
Brand Positioning of Orbital ATK 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 |
Orbital ATK 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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