C.R. Bard 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 C.R. Bard to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for C.R. Bard? Defining Valuable in VRIO

A resource or capability is considered valuable for C.R. Bard , if it allows the C.R. Bard to exploit opportunities or negate threats emerging out of both the micro business environment and the macro environment. If a resource does not allow C.R. Bard to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for C.R. Bard.

What are Rare Resources for C.R. Bard? Defining Rare in VRIO

In an industry that C.R. Bard operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. C.R. Bard require rare resources to compete in the industry. If C.R. Bard don’t have rare resources that are required to succeed in the industry then C.R. Bard won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide C.R. Bard competitive advantage against players that don’t have those rare resources. HBR Case Study Solution

What is a Inimitable (Difficult to Immitate) Resource for C.R. Bard? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to C.R. Bard 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. C.R. Bard 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 C.R. Bard

What is a Organization for C.R. Bard? Defining Organization in VRIO

Even if the C.R. Bard 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 C.R. Bard 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
Supply Chain Network Flexibility of C.R. Bard	Yes	Yes	Near competitors also have flexible supply chain and share some of the suppliers	Fully utilized by C.R. Bard organizational structure and capabilities	Keeps the business running
Financial Resources of C.R. Bard	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	C.R. Bard has reasonably sound financial position	C.R. Bard has relatively sustainable Competitive Advantage
Position among Retailers and Wholesalers – C.R. Bard retail strategy	Yes, C.R. Bard has strong relationship with retailers and wholesalers	Yes, C.R. Bard has dedicated channel partners	Difficult to imitate though not impossible	Yes, over the years company has used it successfully	Sustainable Competitive Advantage
Global and Local Presence of C.R. Bard	Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles	Yes	Can be imitated by competitors of C.R. Bard but at a relatively high cost	Yes, it is one of the most diversified companies in its industry	Providing Strong Competitive Advantage
Pricing Strategies of C.R. Bard	Yes, C.R. Bard has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide C.R. Bard with a Temporary Competitive Advantage
Product Portfolio and Synergy among Various Product Lines of C.R. Bard	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
Opportunities for Brand Extensions for C.R. Bard 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
Distribution and Logistics Costs Competitiveness	Yes, as it helps C.R. Bard in delivering lower costs	No	Can be imitated by competitors of C.R. Bard but it is difficult	Yes	Medium to Long Term Competitive Advantage
Opportunities in the E-Commerce Space for C.R. Bard - using Present IT Capabilities	Yes, the e-commerce space is rapidly growing and C.R. Bard 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
Brand Positioning of C.R. Bard 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 C.R. Bard	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide C.R. Bard sustainable competitive advantage. Potential is certainly there.
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with C.R. Bard dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of C.R. Bard	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Track Record of Leadership Team at C.R. Bard	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage

C.R. Bard 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