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Superior Energy Services 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 Superior Energy Services to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Superior Energy Services? Defining Valuable in VRIO
A resource or capability is considered valuable for Superior Energy Services , if it allows the
Superior Energy Services to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Superior Energy Services to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Superior Energy Services.
What are Rare Resources for Superior Energy Services? Defining Rare in VRIO
In an industry that Superior Energy Services operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Superior Energy Services require rare resources to compete in the industry. If Superior Energy Services don’t have rare resources that are required to succeed in the industry then Superior Energy Services won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Superior Energy Services competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Superior Energy Services? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Superior Energy Services 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. Superior Energy Services 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 Superior Energy Services
What is a Organization for Superior Energy Services? Defining Organization in VRIO
Even if the Superior Energy Services 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 Superior Energy Services 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 |
---|---|---|---|---|---|
Access to Cheap Capital for Superior Energy Services | Yes, as a leading player in the industry and current macro economic conditions, Superior Energy Services has access to cheap capital | No | Can be imitated by the competitors of Superior Energy Services | Not been totally exploited | Not significant in creating competitive advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Superior Energy Services 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 Superior Energy Services | To a large extent yes | Providing Strong Competitive Advantage |
Successful Implementation of Digital Strategy at Superior Energy Services | 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 |
Position among Retailers and Wholesalers – Superior Energy Services retail strategy | Yes, Superior Energy Services has strong relationship with retailers and wholesalers | Yes, Superior Energy Services 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 Superior Energy Services dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Superior Energy Services | 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 |
Global and Local Presence of Superior Energy Services | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Superior Energy Services but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Superior Energy Services 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 Superior Energy Services | Superior Energy Services is leveraging the customer loyalty to good effect | Provide Superior Energy Services medium term 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 Superior Energy Services | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Superior Energy Services in delivering lower costs | No | Can be imitated by competitors of Superior Energy Services but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Opportunities in the Adjacent Industries that Superior Energy Services 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 |
Pricing Strategies of Superior Energy Services | Yes, Superior Energy Services has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Superior Energy Services with a Temporary Competitive Advantage |
Marketing Expertise within Superior Energy Services | 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 Superior Energy Services are often matched by competitors | Yes, Superior Energy Services is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Superior Energy Services 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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