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Maximus 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 Maximus to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Maximus? Defining Valuable in VRIO
A resource or capability is considered valuable for Maximus , if it allows the
Maximus to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Maximus to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Maximus.
What are Rare Resources for Maximus? Defining Rare in VRIO
In an industry that Maximus operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Maximus require rare resources to compete in the industry. If Maximus don’t have rare resources that are required to succeed in the industry then Maximus won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Maximus competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Maximus? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Maximus 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. Maximus 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 Maximus
What is a Organization for Maximus? Defining Organization in VRIO
Even if the Maximus 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 Maximus 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 |
---|---|---|---|---|---|
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Customer Community of Maximus | Yes, as customers are co-creating products | Yes, the Maximus has able to build a special relationship with its customers | It is very difficult for Maximus competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Maximus customers community ecosystem | Providing Strong Competitive Advantage |
Brand awareness of Maximus products and services | Yes, the brand awareness of Maximus products are high | Yes, Maximus has one of the leading brand in the industry | No | Maximus has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Marketing Expertise within Maximus | 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 Maximus are often matched by competitors | Yes, Maximus is leveraging both its inhouse marketing department and external expertise | Temporary Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Maximus | 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 |
Track Record of Leadership Team at Maximus | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Intellectual Property Rights, Copyrights, and Trademarks | Yes, they are extremely valuable for Maximus to thwart competition | Yes, IPR and other rights are rare and competition of Maximus 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 |
Opportunities in the E-Commerce Space for Maximus - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Maximus 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 |
Pricing Strategies of Maximus | Yes, Maximus has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Maximus with a Temporary Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Maximus operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Maximus is successful at it | Providing Strong Competitive Advantage |
Alignment of Activities with Maximus 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 |
Successful Implementation of Digital Strategy at Maximus | 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 |
Brand Positioning of Maximus 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 |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Maximus | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Maximus 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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