Cracker Barrel Old Country Store 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 Cracker Barrel Old Country Store to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Cracker Barrel Old Country Store? Defining Valuable in VRIO

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

What are Rare Resources for Cracker Barrel Old Country Store? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Cracker Barrel Old Country Store? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Cracker Barrel Old Country Store 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. Cracker Barrel Old Country Store 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 Cracker Barrel Old Country Store

What is a Organization for Cracker Barrel Old Country Store? Defining Organization in VRIO

Even if the Cracker Barrel Old Country Store 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 Cracker Barrel Old Country Store 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 Cracker Barrel Old Country Store in delivering lower costs	No	Can be imitated by competitors of Cracker Barrel Old Country Store but it is difficult	Yes	Medium to Long Term Competitive Advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Cracker Barrel Old Country Store dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Marketing Expertise within Cracker Barrel Old Country Store	Yes, firms are competing based on differentiation in the industry	No, as most of the competitors also have good marketing departments and expertise	Pricing strategies of Cracker Barrel Old Country Store are often matched by competitors	Yes, Cracker Barrel Old Country Store is leveraging both its inhouse marketing department and external expertise	Temporary Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of Cracker Barrel Old Country Store	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Brand awareness of Cracker Barrel Old Country Store products and services	Yes, the brand awareness of Cracker Barrel Old Country Store products are high	Yes, Cracker Barrel Old Country Store has one of the leading brand in the industry	No	Cracker Barrel Old Country Store has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Alignment of Activities with Cracker Barrel Old Country Store 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
Pricing Strategies of Cracker Barrel Old Country Store	Yes, Cracker Barrel Old Country Store has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Cracker Barrel Old Country Store with a Temporary Competitive Advantage
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for Cracker Barrel Old Country Store to thwart competition	Yes, IPR and other rights are rare and competition of Cracker Barrel Old Country Store 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
Talent to Manage Regulatory and Legal Obligations	Yes	No	Can be imitated by competitors	Yes	Not critical factor
Track Record of Leadership Team at Cracker Barrel Old Country Store	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Opportunities for Brand Extensions for Cracker Barrel Old Country Store 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
Opportunities in the E-Commerce Space for Cracker Barrel Old Country Store - using Present IT Capabilities	Yes, the e-commerce space is rapidly growing and Cracker Barrel Old Country Store 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
Opportunities in the Adjacent Industries that Cracker Barrel Old Country Store can exploit & New Resources Required to Enter those Industries	Can be valuable as they will create new revenue streams	No	Can be imitated by competitors	All the capabilities of the organization are not fully utilized yet	Has potential
Ability to Attract Talent in Various Local & Global Markets	Yes, Cracker Barrel Old Country Store 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 Cracker Barrel Old Country Store	To a large extent yes	Providing Strong Competitive Advantage

Cracker Barrel Old Country Store SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis

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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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