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Boise Cascade 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 Boise Cascade to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Boise Cascade? Defining Valuable in VRIO
A resource or capability is considered valuable for Boise Cascade , if it allows the
Boise Cascade to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Boise Cascade to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Boise Cascade.
What are Rare Resources for Boise Cascade? Defining Rare in VRIO
In an industry that Boise Cascade operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Boise Cascade require rare resources to compete in the industry. If Boise Cascade don’t have rare resources that are required to succeed in the industry then Boise Cascade won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Boise Cascade competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Boise Cascade? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Boise Cascade 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. Boise Cascade 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 Boise Cascade
What is a Organization for Boise Cascade? Defining Organization in VRIO
Even if the Boise Cascade 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 Boise Cascade 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 |
---|---|---|---|---|---|
Distribution and Logistics Costs Competitiveness | Yes, as it helps Boise Cascade in delivering lower costs | No | Can be imitated by competitors of Boise Cascade but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Brand Positioning of Boise Cascade 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 |
Sales Force and Channel Management of Boise Cascade | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Boise Cascade sustainable competitive advantage. Potential is certainly there. |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Boise Cascade operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Boise Cascade is successful at it | Providing Strong Competitive Advantage |
Financial Resources of Boise Cascade | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Boise Cascade has reasonably sound financial position | Boise Cascade has relatively sustainable Competitive Advantage |
Global and Local Presence of Boise Cascade | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Boise Cascade but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Alignment of Activities with Boise Cascade 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 |
Successful Implementation of Digital Strategy at Boise Cascade | 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 |
Pricing Strategies of Boise Cascade | Yes, Boise Cascade has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Boise Cascade with a Temporary Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Boise Cascade | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Brand awareness of Boise Cascade products and services | Yes, the brand awareness of Boise Cascade products are high | Yes, Boise Cascade has one of the leading brand in the industry | No | Boise Cascade has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Opportunities for Brand Extensions for Boise Cascade 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 Boise Cascade | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Customer Community of Boise Cascade | Yes, as customers are co-creating products | Yes, the Boise Cascade has able to build a special relationship with its customers | It is very difficult for Boise Cascade competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Boise Cascade customers community ecosystem | Providing Strong Competitive Advantage |
Boise Cascade 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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