Enable Midstream Partners 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 Enable Midstream Partners to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Enable Midstream Partners? Defining Valuable in VRIO

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

What are Rare Resources for Enable Midstream Partners? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Enable Midstream Partners? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Enable Midstream Partners 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. Enable Midstream Partners 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 Enable Midstream Partners

What is a Organization for Enable Midstream Partners? Defining Organization in VRIO

Even if the Enable Midstream Partners 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 Enable Midstream Partners 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
Sales Force and Channel Management of Enable Midstream Partners	Yes	No	Can be imitated by competitors	Still there is lot of potential to utilize the excellent sales force	Can provide Enable Midstream Partners sustainable competitive advantage. Potential is certainly there.
Track Record of Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that Enable Midstream Partners operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Enable Midstream Partners is successful at it	Providing Strong Competitive Advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Enable Midstream Partners dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Pricing Strategies of Enable Midstream Partners	Yes, Enable Midstream Partners has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Enable Midstream Partners with a Temporary Competitive Advantage
Financial Resources of Enable Midstream Partners	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	Enable Midstream Partners has reasonably sound financial position	Enable Midstream Partners has relatively sustainable Competitive Advantage
Opportunities for Brand Extensions for Enable Midstream Partners 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
Product Portfolio and Synergy among Various Product Lines of Enable Midstream Partners	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
Successful Implementation of Digital Strategy at Enable Midstream Partners	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
Customer Community of Enable Midstream Partners	Yes, as customers are co-creating products	Yes, the Enable Midstream Partners has able to build a special relationship with its customers	It is very difficult for Enable Midstream Partners competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Enable Midstream Partners customers community ecosystem	Providing Strong Competitive Advantage
Distribution and Logistics Costs Competitiveness	Yes, as it helps Enable Midstream Partners in delivering lower costs	No	Can be imitated by competitors of Enable Midstream Partners but it is difficult	Yes	Medium to Long Term Competitive Advantage
Ability to Attract Talent in Various Local & Global Markets	Yes, Enable Midstream Partners 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 Enable Midstream Partners	To a large extent yes	Providing Strong Competitive Advantage
Access to Cheap Capital for Enable Midstream Partners	Yes, as a leading player in the industry and current macro economic conditions, Enable Midstream Partners has access to cheap capital	No	Can be imitated by the competitors of Enable Midstream Partners	Not been totally exploited	Not significant in creating competitive advantage
Track Record of Leadership Team at Enable Midstream Partners	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Brand awareness of Enable Midstream Partners products and services	Yes, the brand awareness of Enable Midstream Partners products are high	Yes, Enable Midstream Partners has one of the leading brand in the industry	No	Enable Midstream Partners has utilized its leading brand position in various segments	Sustainable Competitive Advantage

Enable Midstream Partners 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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