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Insperity 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 Insperity to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Insperity? Defining Valuable in VRIO
A resource or capability is considered valuable for Insperity , if it allows the
Insperity to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Insperity to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Insperity.
What are Rare Resources for Insperity? Defining Rare in VRIO
In an industry that Insperity operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Insperity require rare resources to compete in the industry. If Insperity don’t have rare resources that are required to succeed in the industry then Insperity won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Insperity competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Insperity? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Insperity 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. Insperity 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 Insperity
What is a Organization for Insperity? Defining Organization in VRIO
Even if the Insperity 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 Insperity 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 |
---|---|---|---|---|---|
Financial Resources of Insperity | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Insperity has reasonably sound financial position | Insperity has relatively sustainable Competitive Advantage |
Customer Community of Insperity | Yes, as customers are co-creating products | Yes, the Insperity has able to build a special relationship with its customers | It is very difficult for Insperity competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Insperity customers community ecosystem | Providing Strong Competitive Advantage |
Sales Force and Channel Management of Insperity | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Insperity sustainable competitive advantage. Potential is certainly there. |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Insperity in delivering lower costs | No | Can be imitated by competitors of Insperity but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Insperity | 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 |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Insperity dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Insperity operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Insperity is successful at it | Providing Strong Competitive Advantage |
Brand Positioning of Insperity 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 |
Supply Chain Network Flexibility of Insperity | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Insperity organizational structure and capabilities | Keeps the business running |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Insperity | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Insperity 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 Insperity | To a large extent yes | Providing Strong Competitive Advantage |
Opportunities in the Adjacent Industries that Insperity 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 |
Access to Cheap Capital for Insperity | Yes, as a leading player in the industry and current macro economic conditions, Insperity has access to cheap capital | No | Can be imitated by the competitors of Insperity | Not been totally exploited | Not significant in creating competitive advantage |
Insperity 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 Insperity | Insperity is leveraging the customer loyalty to good effect | Provide Insperity medium term competitive advantage |
Insperity 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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