Order custom Harvard Business Case Study Analysis & Solution. Starting just $19
Fern Fort University
Portland General Electric 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 Portland General Electric to do better resource allocation and build a defensible value and supply chain.
Order a Portland General Electric VRIO / VRIN Analysis now
What is a Valuable Resource for Portland General Electric? Defining Valuable in VRIO
A resource or capability is considered valuable for Portland General Electric , if it allows the
Portland General Electric to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow Portland General Electric to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for Portland General Electric.
What are Rare Resources for Portland General Electric? Defining Rare in VRIO
In an industry that Portland General Electric operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. Portland General Electric require rare resources to compete in the industry. If Portland General Electric don’t have rare resources that are required to succeed in the industry then Portland General Electric won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide Portland General Electric competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for Portland General Electric? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to Portland General Electric 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. Portland General Electric 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 Portland General Electric
What is a Organization for Portland General Electric? Defining Organization in VRIO
Even if the Portland General Electric 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 Portland General Electric 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 |
Global and Local Presence of Portland General Electric | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of Portland General Electric but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Track Record of Leadership Team at Portland General Electric | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
Opportunities in the Adjacent Industries that Portland General Electric 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 |
Pricing Strategies of Portland General Electric | Yes, Portland General Electric has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide Portland General Electric with a Temporary Competitive Advantage |
Brand awareness of Portland General Electric products and services | Yes, the brand awareness of Portland General Electric products are high | Yes, Portland General Electric has one of the leading brand in the industry | No | Portland General Electric has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Access to Critical Raw Material for Successful Execution | Yes | Yes, as other competitors have to come to terms with Portland General Electric dominant market position | Can be imitated by competitors | Yes | Providing Sustainable Competitive Advantage |
Distribution and Logistics Costs Competitiveness | Yes, as it helps Portland General Electric in delivering lower costs | No | Can be imitated by competitors of Portland General Electric but it is difficult | Yes | Medium to Long Term Competitive Advantage |
Brand Positioning of Portland General Electric 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 |
Position among Retailers and Wholesalers – Portland General Electric retail strategy | Yes, Portland General Electric has strong relationship with retailers and wholesalers | Yes, Portland General Electric has dedicated channel partners | Difficult to imitate though not impossible | Yes, over the years company has used it successfully | Sustainable Competitive Advantage |
Sales Force and Channel Management of Portland General Electric | Yes | No | Can be imitated by competitors | Still there is lot of potential to utilize the excellent sales force | Can provide Portland General Electric sustainable competitive advantage. Potential is certainly there. |
Successful Implementation of Digital Strategy at Portland General Electric | 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 |
Alignment of Activities with Portland General Electric 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 |
Product Portfolio and Synergy among Various Product Lines of Portland General Electric | 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 |
Portland General Electric 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
MBA Admission help, MBA Assignment Help, MBA Case Study Help, Online Analytics Live Classes
Order Now
Previous VRIO / VRIN Analysis
- New York Community Bancorp VRIO / VRIN Analysis
- EP Energy VRIO / VRIN Analysis
- MDC Holdings VRIO / VRIN Analysis
- DeVry Education Group VRIO / VRIN Analysis
- Revlon VRIO / VRIN Analysis
Next 5 VRIO / VRIN Analysis
- DCP Midstream Partners VRIO / VRIN Analysis
- Wendy VRIO / VRIN Analysis
- Briggs & Stratton VRIO / VRIN Analysis
- Google VRIO / VRIN Analysis
- Samsung Group VRIO / VRIN Analysis