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PerkinElmer 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 PerkinElmer to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for PerkinElmer? Defining Valuable in VRIO
A resource or capability is considered valuable for PerkinElmer , if it allows the
PerkinElmer to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow PerkinElmer to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for PerkinElmer.
What are Rare Resources for PerkinElmer? Defining Rare in VRIO
In an industry that PerkinElmer operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. PerkinElmer require rare resources to compete in the industry. If PerkinElmer don’t have rare resources that are required to succeed in the industry then PerkinElmer won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide PerkinElmer competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for PerkinElmer? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to PerkinElmer 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. PerkinElmer 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 PerkinElmer
What is a Organization for PerkinElmer? Defining Organization in VRIO
Even if the PerkinElmer 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 PerkinElmer 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 PerkinElmer | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide PerkinElmer sustainable competitive advantage. Potential is certainly there. |
Brand awareness of PerkinElmer products and services | Yes, the brand awareness of PerkinElmer products are high | Yes, PerkinElmer has one of the leading brand in the industry | No | PerkinElmer has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Financial Resources of PerkinElmer | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | PerkinElmer has reasonably sound financial position | PerkinElmer has relatively sustainable Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for PerkinElmer to thwart competition | Yes, IPR and other rights are rare and competition of PerkinElmer 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 |
Pricing Strategies of PerkinElmer | Yes, PerkinElmer has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide PerkinElmer with a Temporary Competitive Advantage |
Alignment of Activities with PerkinElmer 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 |
Track Record of Leadership Team at PerkinElmer | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, PerkinElmer 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 PerkinElmer | To a large extent yes | Providing Strong Competitive Advantage |
Opportunities in the E-Commerce Space for PerkinElmer - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and PerkinElmer 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 |
Distribution and Logistics Costs Competitiveness | Yes, as it helps PerkinElmer in delivering lower costs | No | Can be imitated by competitors of PerkinElmer but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Customer Community of PerkinElmer | Yes, as customers are co-creating products | Yes, the PerkinElmer has able to build a special relationship with its customers | It is very difficult for PerkinElmer competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on PerkinElmer customers community ecosystem | Providing Strong Competitive Advantage |
Position among Retailers and Wholesalers – PerkinElmer retail strategy | Yes, PerkinElmer has strong relationship with retailers and wholesalers | Yes, PerkinElmer has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with PerkinElmer dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Supply Chain Network Flexibility of PerkinElmer | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by PerkinElmer organizational structure and capabilities | Keeps the business running |
PerkinElmer 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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