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Moog 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 Moog to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Moog? Defining Valuable in VRIO
A resource or capability is considered valuable for Moog , if it allows the
Moog to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Moog to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Moog.
What are Rare Resources for Moog? Defining Rare in VRIO
In an industry that Moog operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Moog require rare resources to compete in the industry. If Moog don’t have rare resources that are required to succeed in the industry then Moog won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Moog competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Moog? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Moog 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. Moog 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 Moog
What is a Organization for Moog? Defining Organization in VRIO
Even if the Moog 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 Moog 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 |
---|---|---|---|---|---|
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Moog operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Moog is successful at it | Providing Strong Competitive Advantage |
Marketing Expertise within Moog | 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 Moog are often matched by competitors | Yes, Moog is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Sales Force and Channel Management of Moog | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Moog sustainable competitive advantage. Potential is certainly there. |
Position among Retailers and Wholesalers – Moog retail strategy | Yes, Moog has strong relationship with retailers and wholesalers | Yes, Moog has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Customer Community of Moog | Yes, as customers are co-creating products | Yes, the Moog has able to build a special relationship with its customers | It is very difficult for Moog competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Moog customers community ecosystem | Providing Strong Competitive Advantage |
Pricing Strategies of Moog | Yes, Moog has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Moog with a Temporary Competitive Advantage |
Global and Local Presence of Moog | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Moog but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Brand awareness of Moog products and services | Yes, the brand awareness of Moog products are high | Yes, Moog has one of the leading brand in the industry | No | Moog has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Moog 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 Moog | To a large extent yes | Providing Strong Competitive Advantage |
Access to Cheap Capital for Moog | Yes, as a leading player in the industry and current macro economic conditions, Moog has access to cheap capital | No | Can be imitated by the competitors of Moog | Not been totally exploited | Not significant in creating competitive advantage |
Successful Implementation of Digital Strategy at Moog | 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 |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Moog dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Opportunities in the Adjacent Industries that Moog 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 |
Moog 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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