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TEGNA 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 TEGNA to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for TEGNA? Defining Valuable in VRIO
A resource or capability is considered valuable for TEGNA , if it allows the
TEGNA to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow TEGNA to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for TEGNA.
What are Rare Resources for TEGNA? Defining Rare in VRIO
In an industry that TEGNA operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. TEGNA require rare resources to compete in the industry. If TEGNA don’t have rare resources that are required to succeed in the industry then TEGNA won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide TEGNA competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for TEGNA? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to TEGNA 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. TEGNA 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 TEGNA
What is a Organization for TEGNA? Defining Organization in VRIO
Even if the TEGNA 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 TEGNA 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 |
---|---|---|---|---|---|
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that TEGNA operates in | No, none of the competitors so far has able to imitate this expertise | Yes, TEGNA is successful at it | Providing Strong Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of TEGNA | 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 |
Track Record of Leadership Team at TEGNA | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Alignment of Activities with TEGNA 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 for Brand Extensions for TEGNA 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 |
Ability to Attract Talent in Various Local & Global Markets | Yes, TEGNA 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 TEGNA | To a large extent yes | Providing Strong Competitive Advantage |
Brand Positioning of TEGNA 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 |
TEGNA 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 TEGNA | TEGNA is leveraging the customer loyalty to good effect | Provide TEGNA medium term competitive advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of TEGNA | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Distribution and Logistics Costs Competitiveness | Yes, as it helps TEGNA in delivering lower costs | No | Can be imitated by competitors of TEGNA but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Financial Resources of TEGNA | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | TEGNA has reasonably sound financial position | TEGNA has relatively sustainable Competitive Advantage |
Global and Local Presence of TEGNA | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of TEGNA but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Position among Retailers and Wholesalers – TEGNA retail strategy | Yes, TEGNA has strong relationship with retailers and wholesalers | Yes, TEGNA has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with TEGNA dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
TEGNA 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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