New York Community Bancorp 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 New York Community Bancorp to do better resource allocation and build a defensible value and supply chain.

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What is a Valuable Resource for New York Community Bancorp? Defining Valuable in VRIO

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

What are Rare Resources for New York Community Bancorp? Defining Rare in VRIO

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

What is a Inimitable (Difficult to Immitate) Resource for New York Community Bancorp? Defining Inimitable in VRIO

A valuable and rare resource can provide a competitive advantage to New York Community Bancorp 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. New York Community Bancorp 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 New York Community Bancorp

What is a Organization for New York Community Bancorp? Defining Organization in VRIO

Even if the New York Community Bancorp 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 New York Community Bancorp 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
Brand Positioning of New York Community Bancorp 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 New York Community Bancorp	Yes	Yes	Near competitors also have flexible supply chain and share some of the suppliers	Fully utilized by New York Community Bancorp organizational structure and capabilities	Keeps the business running
Position among Retailers and Wholesalers – New York Community Bancorp retail strategy	Yes, New York Community Bancorp has strong relationship with retailers and wholesalers	Yes, New York Community Bancorp has dedicated channel partners	Difficult to imitate though not impossible	Yes, over the years company has used it successfully	Sustainable Competitive Advantage
Global and Local Presence of New York Community Bancorp	Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles	Yes	Can be imitated by competitors of New York Community Bancorp but at a relatively high cost	Yes, it is one of the most diversified companies in its industry	Providing Strong Competitive Advantage
Customer Community of New York Community Bancorp	Yes, as customers are co-creating products	Yes, the New York Community Bancorp has able to build a special relationship with its customers	It is very difficult for New York Community Bancorp competitors to imitate the culture and community dedication	Going by the data, there is still a lot of upside in building on New York Community Bancorp customers community ecosystem	Providing Strong Competitive Advantage
Product Portfolio and Synergy among Various Product Lines of New York Community Bancorp	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 Project Execution	Yes, especially in an industry where there are frequent cost overun	Yes, especially in the segment that New York Community Bancorp operates in	No, none of the competitors so far has able to imitate this expertise	Yes, New York Community Bancorp is successful at it	Providing Strong Competitive Advantage
Access to Cheap Capital for New York Community Bancorp	Yes, as a leading player in the industry and current macro economic conditions, New York Community Bancorp has access to cheap capital	No	Can be imitated by the competitors of New York Community Bancorp	Not been totally exploited	Not significant in creating competitive advantage
Access to Critical Raw Material for Successful Execution	Yes	Yes, as other competitors have to come to terms with New York Community Bancorp dominant market position	Can be imitated by competitors	Yes	Providing Sustainable Competitive Advantage
Pricing Strategies of New York Community Bancorp	Yes, New York Community Bancorp has sound pricing strategies	No	Pricing strategies are regularly imitated in the industry	Yes, firm has a pricing analytics engine	It can only provide New York Community Bancorp with a Temporary Competitive Advantage
Opportunities for Brand Extensions for New York Community Bancorp 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
Financial Resources of New York Community Bancorp	Yes	No	Financial instruments and market liquidity are available to all the nearest competitors	New York Community Bancorp has reasonably sound financial position	New York Community Bancorp has relatively sustainable Competitive Advantage
Track Record of Leadership Team at New York Community Bancorp	Yes	Yes	Can't be imitated by competitors	Yes	Providing Strong Competitive Advantage
Vision of the Leadership for Next Set of Challenges	Yes	No	Can't be imitated by competitors of New York Community Bancorp	Not based on information provided in the case	Can Lead to Strong Competitive Advantage

New York Community Bancorp 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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