ServiceMaster Global Holdings 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 ServiceMaster Global Holdings to do better resource allocation and build a defensible value and supply chain.

Order a ServiceMaster Global Holdings VRIO / VRIN Analysis now

What is a Valuable Resource for ServiceMaster Global Holdings? Defining Valuable in VRIO

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

What are Rare Resources for ServiceMaster Global Holdings? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for ServiceMaster Global Holdings? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to ServiceMaster Global Holdings 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. ServiceMaster Global Holdings 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 ServiceMaster Global Holdings

What is a Organization for ServiceMaster Global Holdings? Defining Organization in VRIO

Even if the ServiceMaster Global Holdings 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 ServiceMaster Global Holdings 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
Brand awareness of ServiceMaster Global Holdings products and services	Yes, the brand awareness of ServiceMaster Global Holdings products are high	Yes, ServiceMaster Global Holdings has one of the leading brand in the industry	No	ServiceMaster Global Holdings has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Sales Force and Channel Management of ServiceMaster Global Holdings	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide ServiceMaster Global Holdings sustainable competitive advantage. Potential is certainly there.
Opportunities in the Adjacent Industries that ServiceMaster Global Holdings 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
Successful Implementation of Digital Strategy at ServiceMaster Global Holdings	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
Ability to Attract Talent in Various Local & Global Markets	Yes, ServiceMaster Global Holdings 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 ServiceMaster Global Holdings	To a large extent yes	Providing Strong Competitive Advantage
Marketing Expertise within ServiceMaster Global Holdings	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 ServiceMaster Global Holdings are often matched by competitors	Yes, ServiceMaster Global Holdings is leveraging both its inhouse marketing department and external expertise	Temporary Competitive Advantage
Track Record of Leadership Team at ServiceMaster Global Holdings	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Opportunities in the E-Commerce Space for ServiceMaster Global Holdings - using Present IT Capabilities	Yes, the e-commerce space is rapidly growing and ServiceMaster Global Holdings 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
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of ServiceMaster Global Holdings	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Product Portfolio and Synergy among Various Product Lines of ServiceMaster Global Holdings	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
Brand Positioning of ServiceMaster Global Holdings 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
Financial Resources of ServiceMaster Global Holdings	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	ServiceMaster Global Holdings has reasonably sound financial position	ServiceMaster Global Holdings has relatively sustainable Competitive Advantage
Pricing Strategies of ServiceMaster Global Holdings	Yes, ServiceMaster Global Holdings has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide ServiceMaster Global Holdings with a Temporary Competitive Advantage
Opportunities for Brand Extensions for ServiceMaster Global Holdings 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

ServiceMaster Global Holdings 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

MBA Admission help, MBA Assignment Help, MBA Case Study Help, Online Analytics Live Classes