Hawaiian Electric Industries 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 Hawaiian Electric Industries to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Hawaiian Electric Industries? Defining Valuable in VRIO

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

What are Rare Resources for Hawaiian Electric Industries? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Hawaiian Electric Industries? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Hawaiian Electric Industries 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. Hawaiian Electric Industries 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 Hawaiian Electric Industries

What is a Organization for Hawaiian Electric Industries? Defining Organization in VRIO

Even if the Hawaiian Electric Industries 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 Hawaiian Electric Industries 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
Ability to Attract Talent in Various Local & Global Markets	Yes, Hawaiian Electric Industries 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 Hawaiian Electric Industries	To a large extent yes	Providing Strong Competitive Advantage
Global and Local Presence of Hawaiian Electric Industries	Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles	Yes	Can be imitated by competitors of Hawaiian Electric Industries but at a relatively high cost	Yes, it is one of the most diversified companies in its industry	Providing Strong Competitive Advantage
Opportunities for Brand Extensions for Hawaiian Electric Industries 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
Brand awareness of Hawaiian Electric Industries products and services	Yes, the brand awareness of Hawaiian Electric Industries products are high	Yes, Hawaiian Electric Industries has one of the leading brand in the industry	No	Hawaiian Electric Industries has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Distribution and Logistics Costs Competitiveness	Yes, as it helps Hawaiian Electric Industries in delivering lower costs	No	Can be imitated by competitors of Hawaiian Electric Industries but it is difficult	Yes	Medium to Long Term Competitive Advantage
Access to Cheap Capital for Hawaiian Electric Industries	Yes, as a leading player in the industry and current macro economic conditions, Hawaiian Electric Industries has access to cheap capital	No	Can be imitated by the competitors of Hawaiian Electric Industries	Not been totally exploited	Not significant in creating competitive advantage
Successful Implementation of Digital Strategy at Hawaiian Electric Industries	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
Track Record of Leadership Team at Hawaiian Electric Industries	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Hawaiian Electric Industries dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of Hawaiian Electric Industries	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for Hawaiian Electric Industries to thwart competition	Yes, IPR and other rights are rare and competition of Hawaiian Electric Industries 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
Customer Community of Hawaiian Electric Industries	Yes, as customers are co-creating products	Yes, the Hawaiian Electric Industries has able to build a special relationship with its customers	It is very difficult for Hawaiian Electric Industries competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Hawaiian Electric Industries customers community ecosystem	Providing 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 Hawaiian Electric Industries operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Hawaiian Electric Industries is successful at it	Providing Strong Competitive Advantage
Supply Chain Network Flexibility of Hawaiian Electric Industries	Yes	Yes	Near competitors also have flexible supply chain and share some of the suppliers	Fully utilized by Hawaiian Electric Industries organizational structure and capabilities	Keeps the business running

Hawaiian Electric Industries 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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