Hospitality Properties Trust 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 Hospitality Properties Trust to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for Hospitality Properties Trust? Defining Valuable in VRIO

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

What are Rare Resources for Hospitality Properties Trust? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for Hospitality Properties Trust? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to Hospitality Properties Trust 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. Hospitality Properties Trust 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 Hospitality Properties Trust

What is a Organization for Hospitality Properties Trust? Defining Organization in VRIO

Even if the Hospitality Properties Trust 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 Hospitality Properties Trust 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
Alignment of Activities with Hospitality Properties Trust 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
Brand awareness of Hospitality Properties Trust products and services	Yes, the brand awareness of Hospitality Properties Trust products are high	Yes, Hospitality Properties Trust has one of the leading brand in the industry	No	Hospitality Properties Trust has utilized its leading brand position in various segments	Sustainable Competitive Advantage
Brand Positioning of Hospitality Properties Trust 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
Supply Chain Network Flexibility of Hospitality Properties Trust	Yes	Yes	Near competitors also have flexible supply chain and share some of the suppliers	Fully utilized by Hospitality Properties Trust organizational structure and capabilities	Keeps the business running
Successful Implementation of Digital Strategy at Hospitality Properties Trust	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
Hospitality Properties Trust 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 Hospitality Properties Trust	Hospitality Properties Trust is leveraging the customer loyalty to good effect	Provide Hospitality Properties Trust medium term competitive advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with Hospitality Properties Trust dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of Hospitality Properties Trust	Not based on information provided in the case	Can Lead to Strong Competitive Advantage
Customer Community of Hospitality Properties Trust	Yes, as customers are co-creating products	Yes, the Hospitality Properties Trust has able to build a special relationship with its customers	It is very difficult for Hospitality Properties Trust competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on Hospitality Properties Trust customers community ecosystem	Providing Strong Competitive Advantage
Access to Cheap Capital for Hospitality Properties Trust	Yes, as a leading player in the industry and current macro economic conditions, Hospitality Properties Trust has access to cheap capital	No	Can be imitated by the competitors of Hospitality Properties Trust	Not been totally exploited	Not significant in creating competitive advantage
Opportunities for Brand Extensions for Hospitality Properties Trust 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
Ability to Attract Talent in Various Local & Global Markets	Yes, Hospitality Properties Trust 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 Hospitality Properties Trust	To a large extent yes	Providing Strong Competitive Advantage
Pricing Strategies of Hospitality Properties Trust	Yes, Hospitality Properties Trust has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide Hospitality Properties Trust with a Temporary Competitive Advantage
Opportunities in the Adjacent Industries that Hospitality Properties Trust 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

Hospitality Properties Trust SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis

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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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