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Cabelas 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 Cabelas to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Cabelas? Defining Valuable in VRIO
A resource or capability is considered valuable for Cabelas , if it allows the
Cabelas to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Cabelas to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Cabelas.
What are Rare Resources for Cabelas? Defining Rare in VRIO
In an industry that Cabelas operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Cabelas require rare resources to compete in the industry. If Cabelas don’t have rare resources that are required to succeed in the industry then Cabelas won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Cabelas competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Cabelas? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Cabelas 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. Cabelas 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 Cabelas
What is a Organization for Cabelas? Defining Organization in VRIO
Even if the Cabelas 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 Cabelas 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 |
---|---|---|---|---|---|
Pricing Strategies of Cabelas | Yes, Cabelas has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Cabelas with a Temporary Competitive Advantage |
Opportunities for Brand Extensions for Cabelas 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 |
Track Record of Leadership Team at Cabelas | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Alignment of Activities with Cabelas 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 |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Cabelas | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Cabelas operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Cabelas is successful at it | Providing Strong Competitive Advantage |
Cabelas 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 Cabelas | Cabelas is leveraging the customer loyalty to good effect | Provide Cabelas medium term competitive advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Cabelas dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Opportunities in the Adjacent Industries that Cabelas 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Cabelas in delivering lower costs | No | Can be imitated by competitors of Cabelas but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Opportunities in the E-Commerce Space for Cabelas - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Cabelas 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 |
Position among Retailers and Wholesalers – Cabelas retail strategy | Yes, Cabelas has strong relationship with retailers and wholesalers | Yes, Cabelas has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Access to Cheap Capital for Cabelas | Yes, as a leading player in the industry and current macro economic conditions, Cabelas has access to cheap capital | No | Can be imitated by the competitors of Cabelas | Not been totally exploited | Not significant in creating competitive advantage |
Marketing Expertise within Cabelas | 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 Cabelas are often matched by competitors | Yes, Cabelas is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Cabelas 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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