Wabash National 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 Wabash National to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Wabash National? Defining Valuable in VRIO

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

What are Rare Resources for Wabash National? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Wabash National? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Wabash National 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. Wabash National 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 Wabash National

What is a Organization for Wabash National? Defining Organization in VRIO

Even if the Wabash National 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 Wabash National 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
Ability to Attract Talent in Various Local & Global Markets	Yes, Wabash National 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 Wabash National	To a large extent yes	Providing Strong Competitive Advantage
Alignment of Activities with Wabash National 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
Distribution and Logistics Costs Competitiveness	Yes, as it helps Wabash National in delivering lower costs	No	Can be imitated by competitors of Wabash National but it is difficult	Yes	Medium to Long Term Competitive Advantage
Access to Cheap Capital for Wabash National	Yes, as a leading player in the industry and current macro economic conditions, Wabash National has access to cheap capital	No	Can be imitated by the competitors of Wabash National	Not been totally exploited	Not significant in creating competitive advantage
Financial Resources of Wabash National	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	Wabash National has reasonably sound financial position	Wabash National has relatively sustainable Competitive Advantage
Brand Positioning of Wabash National 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
Brand awareness of Wabash National products and services	Yes, the brand awareness of Wabash National products are high	Yes, Wabash National has one of the leading brand in the industry	No	Wabash National has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Intellectual Property Rights, Copyrights, and Trademarks	Yes, they are extremely valuable for Wabash National to thwart competition	Yes, IPR and other rights are rare and competition of Wabash National 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 for Brand Extensions for Wabash National 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
Track Record of Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that Wabash National operates in	No, none of the competitors so far has able to imitate this expertise	Yes, Wabash National is successful at it	Providing Strong Competitive Advantage
Pricing Strategies of Wabash National	Yes, Wabash National has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Wabash National with a Temporary Competitive Advantage
Track Record of Leadership Team at Wabash National	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Opportunities in the E-Commerce Space for Wabash National - using Present IT Capabilities	Yes, the e-commerce space is rapidly growing and Wabash National 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
Customer Community of Wabash National	Yes, as customers are co-creating products	Yes, the Wabash National has able to build a special relationship with its customers	It is very difficult for Wabash National competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Wabash National customers community ecosystem	Providing Strong Competitive Advantage

Wabash National 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