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Vishay Intertechnology 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 Vishay Intertechnology to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Vishay Intertechnology? Defining Valuable in VRIO
A resource or capability is considered valuable for Vishay Intertechnology , if it allows the
Vishay Intertechnology to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Vishay Intertechnology to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Vishay Intertechnology.
What are Rare Resources for Vishay Intertechnology? Defining Rare in VRIO
In an industry that Vishay Intertechnology operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Vishay Intertechnology require rare resources to compete in the industry. If Vishay Intertechnology don’t have rare resources that are required to succeed in the industry then Vishay Intertechnology won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Vishay Intertechnology competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Vishay Intertechnology? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Vishay Intertechnology 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. Vishay Intertechnology 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 Vishay Intertechnology
What is a Organization for Vishay Intertechnology? Defining Organization in VRIO
Even if the Vishay Intertechnology 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 Vishay Intertechnology 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 Leadership Team at Vishay Intertechnology | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Global and Local Presence of Vishay Intertechnology | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Vishay Intertechnology but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Customer Community of Vishay Intertechnology | Yes, as customers are co-creating products | Yes, the Vishay Intertechnology has able to build a special relationship with its customers | It is very difficult for Vishay Intertechnology competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Vishay Intertechnology customers community ecosystem | Providing Strong Competitive Advantage |
Position among Retailers and Wholesalers – Vishay Intertechnology retail strategy | Yes, Vishay Intertechnology has strong relationship with retailers and wholesalers | Yes, Vishay Intertechnology has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Brand awareness of Vishay Intertechnology products and services | Yes, the brand awareness of Vishay Intertechnology products are high | Yes, Vishay Intertechnology has one of the leading brand in the industry | No | Vishay Intertechnology has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Pricing Strategies of Vishay Intertechnology | Yes, Vishay Intertechnology has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Vishay Intertechnology with a Temporary Competitive Advantage |
Vishay Intertechnology 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 Vishay Intertechnology | Vishay Intertechnology is leveraging the customer loyalty to good effect | Provide Vishay Intertechnology medium term competitive advantage |
Alignment of Activities with Vishay Intertechnology Corporate Strategy | Yes | No | Each of the firm has its own strategy | Yes, company has organizational skills to extract the maximum out of it. | Still lots of potential to build on it |
Sales Force and Channel Management of Vishay Intertechnology | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Vishay Intertechnology sustainable competitive advantage. Potential is certainly there. |
Product Portfolio and Synergy among Various Product Lines of Vishay Intertechnology | 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 |
Opportunities in the Adjacent Industries that Vishay Intertechnology 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 |
Opportunities in the E-Commerce Space for Vishay Intertechnology - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Vishay Intertechnology 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 |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Vishay Intertechnology operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Vishay Intertechnology is successful at it | Providing Strong Competitive Advantage |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Vishay Intertechnology in delivering lower costs | No | Can be imitated by competitors of Vishay Intertechnology but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Vishay Intertechnology 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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