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Delta Tucker Holdings 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 Delta Tucker Holdings to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for Delta Tucker Holdings? Defining Valuable in VRIO
A resource or capability is considered valuable for Delta Tucker Holdings , if it allows the
Delta Tucker Holdings to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Delta Tucker Holdings to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Delta Tucker Holdings.
What are Rare Resources for Delta Tucker Holdings? Defining Rare in VRIO
In an industry that Delta Tucker Holdings operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Delta Tucker Holdings require rare resources to compete in the industry. If Delta Tucker Holdings don’t have rare resources that are required to succeed in the industry then Delta Tucker Holdings won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Delta Tucker Holdings competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Delta Tucker Holdings? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Delta Tucker Holdings 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. Delta Tucker Holdings 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 Delta Tucker Holdings
What is a Organization for Delta Tucker Holdings? Defining Organization in VRIO
Even if the Delta Tucker Holdings 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 Delta Tucker Holdings 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 Delta Tucker Holdings | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Delta Tucker Holdings sustainable competitive advantage. Potential is certainly there. |
Delta Tucker Holdings 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 Delta Tucker Holdings | Delta Tucker Holdings is leveraging the customer loyalty to good effect | Provide Delta Tucker Holdings medium term competitive advantage |
Customer Community of Delta Tucker Holdings | Yes, as customers are co-creating products | Yes, the Delta Tucker Holdings has able to build a special relationship with its customers | It is very difficult for Delta Tucker Holdings competitors to imitate the culture and community dedication | Going by the data, there is still a lot of upside in building on Delta Tucker Holdings customers community ecosystem | Providing Strong Competitive Advantage |
Product Portfolio and Synergy among Various Product Lines of Delta Tucker Holdings | 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 E-Commerce Space for Delta Tucker Holdings - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and Delta Tucker Holdings 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 Delta Tucker Holdings in delivering lower costs | No | Can be imitated by competitors of Delta Tucker Holdings but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Global and Local Presence of Delta Tucker Holdings | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Delta Tucker Holdings but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Supply Chain Network Flexibility of Delta Tucker Holdings | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by Delta Tucker Holdings organizational structure and capabilities | Keeps the business running |
Vision of the Leadership for Next Set of Challenges | Yes | No | Can't be imitated by competitors of Delta Tucker Holdings | Not based on information provided in the case | Can Lead to Strong Competitive Advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, Delta Tucker Holdings 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 Delta Tucker Holdings | To a large extent yes | Providing Strong Competitive Advantage |
Track Record of Project Execution | Yes, especially in an industry where there are frequent cost overun | Yes, especially in the segment that Delta Tucker Holdings operates in | No, none of the competitors so far has able to imitate this expertise | Yes, Delta Tucker Holdings is successful at it | Providing Strong Competitive Advantage |
Financial Resources of Delta Tucker Holdings | Yes | No | Financial instruments and market liquidity are available to all the nearest competitors | Delta Tucker Holdings has reasonably sound financial position | Delta Tucker Holdings has relatively sustainable Competitive Advantage |
Opportunities in the Adjacent Industries that Delta Tucker Holdings 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 |
Track Record of Leadership Team at Delta Tucker Holdings | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Delta Tucker Holdings 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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