- 1
- 2
- 3
- 4
- 5
- 6
- 7
- 8
- 9
- 10
- 11
- 12
- 13
- 14
- 15
- 16
- 17
- 18
- 19
- 20
- 21
- 22
- 23
- 24
- 25
- 26
- 27
- 28
- 29
- 30
- 31
- 32
- 33
- 34
- 35
- 36
- 37
- 38
- 39
- 40
Thank You!
Thank you for your email subscription. Check your email to get Coupon Code.
VRIO Analysis of Indirect Competition Resource Diversion
Posted by Sabrina Warren on Feb-27-2023
The Indirect Competition Resource Diversion is exposed to, as well as has ownership of different resources. The Indirect Competition Resource Diversion uses these resources for meeting its goals, as well as for developing and expanding different growth opportunities. The VRIO analysis is used by the Indirect Competition Resource Diversion for assessing and evaluating these resources to help leadership and management to identify different strengths and weaknesses, and work towards using the same to enhance the business standing and proposition (Knott, 2015).
VRIO importance
More importantly, the VRIO analysis is used by the Indirect Competition Resource Diversion to evaluate and identify the different competitive advantages that different resources can offer. In doing so, the Indirect Competition Resource Diversion is able to identify resources that offer a long-term sustainable competitive advantage, and work towards building the same for increased opportunities (Chatzoglou, Chatzoudes, Sarigiannidis, & Theriou, 2018). Indirect Competition Resource Diversion VRIO analysis is a strategic tool that allows the Indirect Competition Resource Diversion to identify resources that offer a temporary competitive advantage – allowing the company to strategize tactics to then turn these into factors of long-term competitiveness.
The VRIO analysis largely assesses resources as being Valuable, rare, inimitable, and organized.
Valuable
Resources are valuable if they allow the Indirect Competition Resource Diversion to enhance its efficiency and effectiveness through facilitating strategy implementation and realization. Moreover, resources are also valuable if they allow the Indirect Competition Resource Diversion to successfully manage the threats it is exposed to, and capitalize on different opportunities through helping build internal strengths, and manage weaknesses appropriately (Lasserre, 2017). Some examples of valuable resources for Indirect Competition Resource Diversion include the following:
Strong global presence
The Indirect Competition Resource Diversion has a presence across various international locations and countries. The Indirect Competition Resource Diversion has expanded its manufacturing operations across different countries in Asia and Europe. The Indirect Competition Resource Diversion uses these manufacturing sites as central supply locations and hubs for different regions as well (Abratt & Bendixen, 2018).
Branch network
The Indirect Competition Resource Diversion has a strong branch and store network across different regions in various international locations – including the UK, USA, China, and Australia, and across Europe. The Indirect Competition Resource Diversion has developed its store network in locations that offer the company high visibility, and promise a high customer footfall (Baines, Fill, & Rosengren, 2017).
Supply chain management
Owing to the global presence, and international operations, the Indirect Competition Resource Diversion also has an internally managed supply chain network. The supply chain network ensures consistently high quality, and timely manufacture and delivery of the products offered by the Indirect Competition Resource Diversion to retailers, distributors, as well as end consumers (Chernev, 2018).
Risk management
The Indirect Competition Resource Diversion has developed an internal means and system for identifying, managing, and mitigating environmental risks and threats. These risks include fluctuation in prices of raw materials, as well as political instability in regions where it operates. The internal risk management system for Indirect Competition Resource Diversion comprises of continuous observation of the environment, and development of proactive strategies, as well as training of its personnel for responding to the same (Deepak & Jeyakumar, 2019).
Technological advancement
The Indirect Competition Resource Diversion makes use of technological advancement for achieving economies of scale. The presence across various global locations has allowed the Indirect Competition Resource Diversion to develop a seamless technological infrastructure for knowledge sharing. Indirect Competition Resource Diversion is also able to implement processes of improvement internally (Iacobucci, 2021).
Use of AI
The Indirect Competition Resource Diversion also makes use of AI for improving internal efficiencies and processes as well as for improving the consumer experience. The use of AI internally has allowed the Indirect Competition Resource Diversion to reduce the error rates, and improve logistic management, for example.
User experience
The Indirect Competition Resource Diversion focuses on enhancing the user experience for maintaining loyalty. The use of AI especially has allowed the company to improve the user experience through providing 24/7 customer support, as well as developing relevant purchase prompts for consumers based on their browsing histories (Sahaf, 2019).
Customer service
The customer service offered by Indirect Competition Resource Diversion is an important and valuable resource that helps the company differentiate its offerings from that of the competition. The Indirect Competition Resource Diversion offers 24/7 online support to consumers, and has a team of trained personnel for providing customer services on physical locations (Gillespie & Swan, 2021).
Research and development
The Indirect Competition Resource Diversion makes a substantial investment in research and development. The research and development allows the Indirect Competition Resource Diversion to stay updated with the market and consumer trends – thereby allowing the Indirect Competition Resource Diversion to tailor its offerings and marketing efforts accordingly. The research and development also allows the Indirect Competition Resource Diversion to improve its production processes, and improve efficiency levels continuously (Grewal & Levy, 2021).
Product offering
The Indirect Competition Resource Diversion focuses on maintaining consistent quality for its product offerings. Moreover, the Indirect Competition Resource Diversion also ensures that the product offerings meet the consumer needs and demands. For this purpose, it engages in the localization of its product offerings across different regions and locations (Abratt & Bendixen, 2018).
Financial resources
The financial resources and capability at the Indirect Competition Resource Diversion allows minimum dependence on debt. The Indirect Competition Resource Diversion has a higher dependence on equity for expansion and development purposes. This ensures lower vulnerability of the company, and gives the Indirect Competition Resource Diversion increased freedom and independence for pursuing business objectives and goals (Groucutt & Hopkins, 2015).
Marketing activities
The Indirect Competition Resource Diversion engages in marketing activities for appealing to its target audience across different countries and regions. The marketing communication is tailored to take into account different cultural considerations across these locations and regions. Moreover, the Indirect Competition Resource Diversion ensures to appeal to the functional as well as emotional fronts of the consumers - using insights from its research and development activities (Kotler & Keller, 2021).
Rare
Rare resources for the Indirect Competition Resource Diversion are those which are not easily and readily available for the competing players. These resources are rare for the Indirect Competition Resource Diversion because of the firm’s unique position and access to the resources – which is otherwise difficult and challenging to acquire. This makes rare resources cost-intensive for other organizations (Phillips & Moutinho, 2018).
Manufacturing and distribution licenses
Indirect Competition Resource Diversion has gained special licensing permissions for manufacturing and distribution in various regions ad countries – some of which are more remote and stringent towards international firms. The Indirect Competition Resource Diversion has been able to do so based on its strong team of lawyers and policy interpreters, as well as because of the goodwill it has developed over the years (Kotler & Keller, 2021).
Access to raw materials
Indirect Competition Resource Diversion has access to different raw materials that support its quality maintenance of product offerings. The access to raw materials for the Indirect Competition Resource Diversion is largely based on the company’s unique position and its investments in research and development. Both of these have allowed the Indirect Competition Resource Diversion to substantially develop its capabilities (Buchanan & Huczynski, 2019).
Equipment
The Indirect Competition Resource Diversion has access to world-class equipment. This equipment and technology is not readily and easily available to its competing players. The Indirect Competition Resource Diversion has access to this equipment for increasing efficiency, and improving economies of scale based on its vast operations, and partnerships with various regional governments (McShane & Glinow, 2017).
Intellectual property
The Indirect Competition Resource Diversion has multiple policies regarding intellectual property, and thoroughly implements policies and regulations regarding the same internally. In addition, the company also follows external regulations for intellectual property protection. This allows the Indirect Competition Resource Diversion to sustain its creativity and successfully continue to experiment with new product ideas (Chernev, 2018).
Patents
The Indirect Competition Resource Diversion has different patents registered under its name. This is done by the Indirect Competition Resource Diversion to safeguard its innovative capacities, and maintain regulated intellectual property rights. This helps the Indirect Competition Resource Diversion stay ahead of the competition, and secure new technology and ideas to maintain the first mover, and unique competitive advantage over other players (Wunder, 2019).
Sustainable manufacturing
Based on its unique environment for development and innovation, as well as because of its engagement with advanced technology and equipment, the Indirect Competition Resource Diversion has developed processes for successful sustainable manufacturing. This resource allows the company to appeal to green consumers, and at the same time, maintain higher internal efficiencies and profitability (Tonelli & Cristoni, 2018).
Eco-packaging
The Indirect Competition Resource Diversion is also successfully engaging with, and producing eco-based packaging. This resource is important for the Indirect Competition Resource Diversion, and allows it to improve its processes as well as brand perception. Competing players do not have access to the needed intellectual property, ideas, or machines to successfully, and efficiently apply this to their internal business processes and offerings (Tonelli & Cristoni, 2018).
Inimitable
Inimitable resources for the Indirect Competition Resource Diversion are those which are hard and costly to copy and imitate by other players, and competitive rivals in the industry. Inimitable resources offer a long-term competitive advantage to Indirect Competition Resource Diversion. Indirect Competition Resource Diversion has different resources that are hard to imitate, or are perfectly inimitable largely because of factors of historical context; and unique historical conditions; causal ambiguity, and/or social complexity (Stead & Stead, 2014).
For Indirect Competition Resource Diversion, a number of resources are inimitable because of their uniqueness to the company itself. These include:
Organizational culture
The organizational culture is unique to the Indirect Competition Resource Diversion – developed through the Indirect Competition Resource Diversion’s core values and beliefs, as well as its structure and managing style. The culture of the Indirect Competition Resource Diversion leads to improved employee performance, and facilitates organizational success (Abbas, 2017).
HRM policies and activities
The Indirect Competition Resource Diversion has also built a strong HRM department internally which supports the business, and its strategies. This support is extended through various HRM functions such as hiring, and training activities and opportunities. These activities are aligned with the business goals and strategic direction for ensuring high organizational performance, and the right talent match for the Indirect Competition Resource Diversion (Mariappanadar, 2019).
Compensation Framework
The Indirect Competition Resource Diversion also has a unique compensation system to support internal activities and functions. The compensation system is rooted in employee motivation and needs. The Indirect Competition Resource Diversion invests in understanding the needs of the employees, and then designs rewards accordingly- linking them with the job responsibilities and tasks (Mariappanadar, 2019; DuBrin, 2013).
Brand equity
The Indirect Competition Resource Diversion has developed strong brand equity over time. The Indirect Competition Resource Diversion has successfully, and continually delivered on its brand promise by providing high quality offerings. This has allowed the buildup of consumer trust as well as positive brand perception leading to higher brand equity for Indirect Competition Resource Diversion (Kotler & Keller, 2021).
Brand loyalty
The Indirect Competition Resource Diversion has a high brand loyalty. Based on its offerings, quick customer service, and after-sales service, the Indirect Competition Resource Diversion has developed a high brand loyalty amongst customers. These customers conduct repeat purchases of the Indirect Competition Resource Diversion’s offerings and products because of higher satisfaction levels (Baines, Fill, & Rosengren, 2017).
Brand awareness
The marketing activities of the Indirect Competition Resource Diversion are carefully tailored and targeted, and based on the emotional appeal that the company provides in its offerings to the customers. This in turn leads to a positive buzz. The viral buzz, as well as positive marketing efforts, have led to high brand awareness for the Indirect Competition Resource Diversion amongst not only its own target customers, but also amongst secondary groups (Sahaf, 2019).
Goodwill
Indirect Competition Resource Diversion has continually delivered on its promise, and has thus developed a positive brand perception. As a result of this, the Indirect Competition Resource Diversion has built positive goodwill over the years. This goodwill allows the Indirect Competition Resource Diversion to confidently launch new products in the market that consumers readily accept and consume (Grewal & Levy, 2021).
Innovation
The Indirect Competition Resource Diversion continually engages in innovation and creativity as well. The company has a team for business development that engages in the process of new product design and development. The Indirect Competition Resource Diversion also invests in the creative development of its employees for facilitating and encouraging new idea generation, and emphasizes on employee empowerment for the same purpose (McShane & Glinow, 2017).
Organizational leadership
The Indirect Competition Resource Diversion has a supportive leadership. The leadership style at Indirect Competition Resource Diversion is participative which encourages discussion, and creates trust and a positive work environment. In addition, the leadership at Indirect Competition Resource Diversion is transparent and accessible, and works closely to improve and build the organizational culture through promoting core beliefs and values (Schein, 2010).
Employee commitment
The employees at the Indirect Competition Resource Diversion display high levels of job satisfaction. This is because the Indirect Competition Resource Diversion continually engages the employees with challenging tasks, trainings for personal and professional development, as well as motivational work responsibilities and teamwork. This results in increased levels of job satisfaction amongst employees of Indirect Competition Resource Diversion, leading in turn to high levels of employee commitment (Mariappanadar, 2019).
Branding activities
The Indirect Competition Resource Diversion invests in branding activities for building its brand as well as a positive consumer perception. These branding activities for the Indirect Competition Resource Diversion involve not only the marketing communications, but also the development of a suitable marketing mix for the company. The branding activities help the Indirect Competition Resource Diversion increase brand awareness, as well as increase its reach and penetration amongst the target audience (Iacobucci, 2021).
Organized
The Indirect Competition Resource Diversion is able to capitalize on different opportunities based on the various resources available to it through being organized. This factor of the strategic framework evaluates and assesses how organized and structured the Indirect Competition Resource Diversion is. The factor also reviews how the Indirect Competition Resource Diversion is able to benefit from the various resources that are available to it towards building sustainable competitive advantage (Chatzoglou, Chatzoudes, Sarigiannidis, & Theriou, 2018; Stead & Stead, 2014). This part of the strategic framework for the Indirect Competition Resource Diversion allows it to identify and examine different resources it has closely to be able to optimally benefit from them.
Physical infrastructure
One of the best ways through which the Indirect Competition Resource Diversion is able to capitalize on the various internal and external opportunities is through the development of its physical infrastructure. The infrastructure of the Indirect Competition Resource Diversion allows it to develop economies of scale as well as enhance its various manufacturing and operational processes (Buchanan & Huczynski, 2019).
Technological infrastructure
The technological infrastructure of the Indirect Competition Resource Diversion allows it to benefit from the latest technological trends such as the inclusion of artificial intelligence and automation in its operational processes and schedules. The technological infrastructure has facilitated the Indirect Competition Resource Diversion to improve its production and efficiency rates as well as reduce its errors. The technological infrastructure also led the Indirect Competition Resource Diversion to benefit from potential advancements such as social media marketing and e-commerce (DuBrin, 2013).
Network support
The Indirect Competition Resource Diversion is able to further benefit from consuming of various resources available through the presence of a strong internal network. This network includes not only the physical and technological infrastructure but also the organizational network and alignment of operations locally and globally. This coordination and network allows the Indirect Competition Resource Diversion to realize its strategic goals (Phillips & Moutinho, 2018).
Training and development
As the Indirect Competition Resource Diversion is exposed to new resources and builds on old resources, it is important to update the skills of the employees. The Indirect Competition Resource Diversion continually invests in the training and development of its labor force. This ensures that the Indirect Competition Resource Diversion stays ahead of the competition.
The Indirect Competition Resource Diversion maintains frequent internal training and development opportunities to help the growth of employees and improve their performance (Mariappanadar, 2019; Stead & Stead, 2014).
International Exposure
The growth and expansion of the Indirect Competition Resource Diversion and its business along international fronts have given it considerable exposure to understand different cultural requirements and operational details. This exposure is important for the Indirect Competition Resource Diversion to allocate resources accordingly towards different regions and production sites; and manage them in the most efficient and effective manner possible (Kotler & Keller, 2021).
International learning
The international exposure that the Indirect Competition Resource Diversion also enables increased sharing of knowledge across borders. This knowledge sharing and knowledge development allows continuous learning internally for the Indirect Competition Resource Diversion. This learning then helps the Indirect Competition Resource Diversion to work towards to the development of strategic structures within the organization as well as design more sophisticated management styles and tools to improve the management of resources (Daneshmandnia, 2019).
Organizational hierarchy
Optimization of the resources available to the Indirect Competition Resource Diversion is because the organization has a flatter hierarchy which leads to easier access to the leadership and quicker decision-making processes. This enables higher employee empowerment and participation as well as leads to increased organizational commitment and responsibility (Deepak & Jeyakumar, 2019).
Supportive leadership
The leadership of the Indirect Competition Resource Diversion is largely supportive and ensures the development of the management team and the employees. The support of the leadership within the Indirect Competition Resource Diversion allows space for quicker decisions as well as makes room for capitalizing on the opportunities and mitigating risks accordingly. This in turn allows for improved Resource management and optimization (Schein, 2010).
Effective change management processes
The Indirect Competition Resource Diversion engages all employees in the change management process and ensures that there is transparent communication regarding the need as well as the implementation of the same. This allows the Indirect Competition Resource Diversion to manage resources more effectively as well as build on other resources to help the company achieve its strategic and business objectives and goals (Pollack & Pollack, 2015).
Conclusion
The VRIO assessment is an important strategic tool that allows the Indirect Competition Resource Diversion to identify various resources which can lead to different forms of competitive advantages. The VRIO assessment and model allows the Indirect Competition Resource Diversion to identify resources that can be used for developing sustainable competitive advantage over the long term as well as allows the Indirect Competition Resource Diversion to invest in, and build other resources for the same purpose.
In addition, the strategic tool allows managers of the company to identify resources which can lead to competitive disadvantage. As such the VRIO assessment is an important source of resource evaluation as well as identification of the same.
References:
Abbas, M. (2017). The effect of organizational culture and leadership style towards employee engagement and their impact towards employee loyalty. Asian Journal of Technology and Management Research (AJTMR) ISSN, 2249, 0892.
Abratt, R., & Bendixen, M. (2018). Strategic marketing: Concepts and cases. . New York, United States: Routledge.
Baines, P., Fill, C., & Rosengren, S. (2017). Marketing. New York, United States: Oxford University Press.
Buchanan, D., & Huczynski, A. (2019). Organizational behaviour. London: Pearson UK.
Chatzoglou, P., Chatzoudes, D., Sarigiannidis, L., & Theriou, G. (2018). The role of firm-specific factors in the strategy-performance relationship: Revisiting the resource-based view of the firm and the VRIO framework. Management Research Review.
Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg, Germany: Cerebellum Press.
Daneshmandnia, A. (2019). The influence of organizational culture on information governance effectiveness. Records Management Journal.
Deepak, R., & Jeyakumar, S. (2019). Marketing management. New Delhi, India: Educreation Publishing.
DuBrin, A. (2013). Fundamentals of organizational behavior: An applied perspective. Amsterdam, Netherlands: Elsevier.
Gillespie, K., & Swan, K. (2021). Global marketing. New York, United States: Routledge.
Grewal, D., & Levy, M. (2021). M: marketing. New York, United States: McGraw-Hill Education.
Groucutt, J., & Hopkins, C. (2015). Marketing. London: Macmillan International Higher Education.
Iacobucci, D. (2021). Marketing management. Boston, Massachusetts, United States: Cengage Learning.
Knott, P. (2015). Does VRIO help managers evaluate a firm’s resources?. Management Decision.
Kotler, P., & Keller, K. (2021). Marketing Management (15th global edition). London, United Kingdom: Pearson Education Limited.
Lasserre, P. (2017). Global strategic management. London: Macmillan International Higher Education.
Mariappanadar, S. (2019). Sustainable human resource management: Strategies, practices and challenges. Macmillan International Higher Education.
McShane, S., & Glinow, M. (2017). Organizational behavior. New York, United States: McGraw-Hill Education.
Phillips, P., & Moutinho, L. (2018). Contemporary issues in strategic management. London: Routledge.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic practice and action research, 28(1), 51-66.
Sahaf, A. (2019). Strategic marketing: Making decisions for strategic advantage. New Delhi, India: PHI Learning Pvt. Ltd..
Schein, E. (2010). Organizational culture and leadership . John Wiley & Sons.
Stead, J., & Stead, W. (2014). Sustainable strategic management. . London: Routledge.
Tonelli, M., & Cristoni, N. (2018). Strategic management and the circular economy. London: Routledge.
Wunder, T. (2019). Rethinking strategic management: Sustainable strategizing for positive impact. Berlin: Springer Nature.
Related Article
- PESTEL Analysis of Indirect Competition Resource Diversion
- Hofstede Cultural Model of Indirect Competition Resource Diversion
- Net Present Value (NPV) Analysis of Indirect Competition Resource Diversion
- Marketing Mix (4Ps) Analysis of Indirect Competition Resource Diversion
- Corporate Social Responsibility of Indirect Competition Resource Diversion
- Indirect Competition Resource Diversion Discounted Cash Flow (DCF) Analysis
- Indirect Competition Resource Diversion Case Solution
- Marketing Strategy for Indirect Competition Resource Diversion
- Blue Ocean Strategy of Indirect Competition Resource Diversion
Latest Feedback
Fabia Amin
Verified
I’m here just to tell you the dissertation that you provided me; it has gotten an A+ score.
Jack Solace
Verified
The concept of the paper was definitely in line with instructions. Thanks writer for such a brief and detailed assignment!
Roman Johnathan
Verified
It’s really a great service. A great deal of thanks!
Liam Jesse
Verified
Thanks a lot for curing me from sleepless nights. No doubt, you guys are great. I would love to become the permanent client of this service and refer this service to my friends. Bundle of thanks!
Grace Hongkai
Verified
There was nothing less but the perfect paper. No issue of plagiarism. Thanks!
Lou Tom
Verified
My term paper was delivered on time. Really, a trustworthy site. Thank you so much!
Calculate the Price of Your Order
Next Article
- Maverick Lodging VRIO Analysis
- Optix Corporation VRIO Analysis
- Introduction to Wind Energy VRIO Analysis
- Competitive-Cost Analysis: Cost-Modeling Techniques VRIO Analysis
- Deluxe Corporation (A): The Strategic Need for Activity-Based Costing VRIO Analysis
- FUTURE OF "BIG PHARMA"? VRIO Analysis
- Unilever: Corporate Venturing and Environmental Sustainability VRIO Analysis
- Hudson's Seafood Corporation (A) VRIO Analysis
- CHARLES FOSTER SENDS AN EMAIL (A) VRIO Analysis
- REGENT STREET BANK VRIO Analysis
Previuos Article
- Making the Case VRIO Analysis
- Joe Smith's Closing Analysis (B) VRIO Analysis
- Joe Smith's Closing Analysis (A), Spanish Version VRIO Analysis
- GMAC: The Pipeline VRIO Analysis
- On Writing Teaching Notes Well VRIO Analysis
- Exxon Corp.: Trouble at Valdez VRIO Analysis
- Ashland Oil, Inc.: Trouble at Floreffe (A) VRIO Analysis
- Ashland Oil, Inc.: Trouble at Floreffe (B) VRIO Analysis
- Ashland Oil, Inc.: Trouble at Floreffe (C) VRIO Analysis
- Ashland Oil, Inc.: Trouble at Floreffe (D) VRIO Analysis
Be a great writer or hire a greater one!
Academic writing has no room for errors and mistakes. If you have BIG dreams to score BIG, think out of the box and hire EssayPandas with BIG enough reputation.
Our Guarantees
- Quality assured
- Proof of no plagiarism
- Qualified writers
- Data security
- 24/7 support
- On time delivery
Interesting Fact
Most recent surveys suggest that around 76 % students try professional academic writing services at least once in their lifetime!
Order Now