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Vantiv 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 Vantiv to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Vantiv? Defining Valuable in VRIO
A resource or capability is considered valuable for Vantiv , if it allows the
Vantiv to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Vantiv to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Vantiv.
What are Rare Resources for Vantiv? Defining Rare in VRIO
In an industry that Vantiv operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Vantiv require rare resources to compete in the industry. If Vantiv don’t have rare resources that are required to succeed in the industry then Vantiv won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Vantiv competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Vantiv? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Vantiv 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. Vantiv 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 Vantiv
What is a Organization for Vantiv? Defining Organization in VRIO
Even if the Vantiv 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 Vantiv 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 |
---|---|---|---|---|---|
Global and Local Presence of Vantiv | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Vantiv but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Vantiv in delivering lower costs | No | Can be imitated by competitors of Vantiv but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Vantiv | 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 Vantiv operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Vantiv is successful at it | Providing Strong Competitive Advantage |
Supply Chain Network Flexibility of Vantiv | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Vantiv organizational structure and capabilities | Keeps the business running |
Vantiv 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 Vantiv | Vantiv is leveraging the customer loyalty to good effect | Provide Vantiv medium term competitive advantage |
Track Record of Leadership Team at Vantiv | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Opportunities for Brand Extensions for Vantiv 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 Cheap Capital for Vantiv | Yes, as a leading player in the industry and current macro economic conditions, Vantiv has access to cheap capital | No | Can be imitated by the competitors of Vantiv | Not been totally exploited | Not significant in creating competitive advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Brand awareness of Vantiv products and services | Yes, the brand awareness of Vantiv products are high | Yes, Vantiv has one of the leading brand in the industry | No | Vantiv has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Brand Positioning of Vantiv 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 |
Ability to Attract Talent in Various Local & Global Markets | Yes, Vantiv 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 Vantiv | To a large extent yes | Providing Strong Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Vantiv to thwart competition | Yes, IPR and other rights are rare and competition of Vantiv 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 |
Vantiv 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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