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Dentsply Sirona 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 Dentsply Sirona to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Dentsply Sirona? Defining Valuable in VRIO
A resource or capability is considered valuable for Dentsply Sirona , if it allows the
Dentsply Sirona to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Dentsply Sirona to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Dentsply Sirona.
What are Rare Resources for Dentsply Sirona? Defining Rare in VRIO
In an industry that Dentsply Sirona operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Dentsply Sirona require rare resources to compete in the industry. If Dentsply Sirona don’t have rare resources that are required to succeed in the industry then Dentsply Sirona won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Dentsply Sirona competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Dentsply Sirona? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Dentsply Sirona 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. Dentsply Sirona 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 Dentsply Sirona
What is a Organization for Dentsply Sirona? Defining Organization in VRIO
Even if the Dentsply Sirona 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 Dentsply Sirona 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 |
---|---|---|---|---|---|
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Dentsply Sirona | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Customer Community of Dentsply Sirona | Yes, as customers are co-creating products | Yes, the Dentsply Sirona has able to build a special relationship with its customers | It is very difficult for Dentsply Sirona competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Dentsply Sirona customers community ecosystem | Providing Strong Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Dentsply Sirona to thwart competition | Yes, IPR and other rights are rare and competition of Dentsply Sirona 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 |
Brand Positioning of Dentsply Sirona 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 |
Position among Retailers and Wholesalers – Dentsply Sirona retail strategy | Yes, Dentsply Sirona has strong relationship with retailers and wholesalers | Yes, Dentsply Sirona has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Dentsply Sirona | 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 |
Supply Chain Network Flexibility of Dentsply Sirona | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Dentsply Sirona organizational structure and capabilities | Keeps the business running |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Dentsply Sirona in delivering lower costs | No | Can be imitated by competitors of Dentsply Sirona but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Track Record of Leadership Team at Dentsply Sirona | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Global and Local Presence of Dentsply Sirona | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Dentsply Sirona but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Successful Implementation of Digital Strategy at Dentsply Sirona | 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 |
Opportunities in the E-Commerce Space for Dentsply Sirona - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Dentsply Sirona 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 |
Financial Resources of Dentsply Sirona | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Dentsply Sirona has reasonably sound financial position | Dentsply Sirona has relatively sustainable Competitive Advantage |
Sales Force and Channel Management of Dentsply Sirona | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Dentsply Sirona sustainable competitive advantage. Potential is certainly there. |
Dentsply Sirona 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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