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New York Life Insurance 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 New York Life Insurance to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for New York Life Insurance? Defining Valuable in VRIO
A resource or capability is considered valuable for New York Life Insurance , if it allows the
New York Life Insurance to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow New York Life Insurance to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for New York Life Insurance.
What are Rare Resources for New York Life Insurance? Defining Rare in VRIO
In an industry that New York Life Insurance operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. New York Life Insurance require rare resources to compete in the industry. If New York Life Insurance don’t have rare resources that are required to succeed in the industry then New York Life Insurance won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide New York Life Insurance competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for New York Life Insurance? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to New York Life Insurance 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. New York Life Insurance 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 New York Life Insurance
What is a Organization for New York Life Insurance? Defining Organization in VRIO
Even if the New York Life Insurance 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 New York Life Insurance 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 |
---|---|---|---|---|---|
Product Portfolio and Synergy among Various Product Lines of New York Life Insurance | 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 |
Alignment of Activities with New York Life Insurance 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 |
Financial Resources of New York Life Insurance | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | New York Life Insurance has reasonably sound financial position | New York Life Insurance has relatively sustainable Competitive Advantage |
Position among Retailers and Wholesalers – New York Life Insurance retail strategy | Yes, New York Life Insurance has strong relationship with retailers and wholesalers | Yes, New York Life Insurance 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 New York Life Insurance | Yes, as a leading player in the industry and current macro economic conditions, New York Life Insurance has access to cheap capital | No | Can be imitated by the competitors of New York Life Insurance | Not been totally exploited | Not significant in creating competitive advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, New York Life Insurance 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 New York Life Insurance | To a large extent yes | Providing Strong Competitive Advantage |
Supply Chain Network Flexibility of New York Life Insurance | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by New York Life Insurance organizational structure and capabilities | Keeps the business running |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for New York Life Insurance to thwart competition | Yes, IPR and other rights are rare and competition of New York Life Insurance 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps New York Life Insurance in delivering lower costs | No | Can be imitated by competitors of New York Life Insurance but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Opportunities for Brand Extensions for New York Life Insurance 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 |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with New York Life Insurance dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Brand Positioning of New York Life Insurance 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 |
Customer Community of New York Life Insurance | Yes, as customers are co-creating products | Yes, the New York Life Insurance has able to build a special relationship with its customers | It is very difficult for New York Life Insurance competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on New York Life Insurance customers community ecosystem | Providing 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 New York Life Insurance operates in | No, none of the competitors so far has able to imitate this expertise | Yes, New York Life Insurance is successful at it | Providing Strong Competitive Advantage |
New York Life Insurance 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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