- 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 Why AI Isn t the Death of Jobs
Posted by Sabrina Warren on Feb-27-2023
The Why AI Isn t the Death of Jobs is exposed to, as well as has ownership of different resources. The Why AI Isn t the Death of Jobs uses these resources for meeting its goals, as well as for developing and expanding different growth opportunities. The VRIO analysis is used by the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to evaluate and identify the different competitive advantages that different resources can offer. In doing so, the Why AI Isn t the Death of Jobs 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). Why AI Isn t the Death of Jobs VRIO analysis is a strategic tool that allows the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to enhance its efficiency and effectiveness through facilitating strategy implementation and realization. Moreover, resources are also valuable if they allow the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs include the following:
Strong global presence
The Why AI Isn t the Death of Jobs has a presence across various international locations and countries. The Why AI Isn t the Death of Jobs has expanded its manufacturing operations across different countries in Asia and Europe. The Why AI Isn t the Death of Jobs uses these manufacturing sites as central supply locations and hubs for different regions as well (Abratt & Bendixen, 2018).
Branch network
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to retailers, distributors, as well as end consumers (Chernev, 2018).
Risk management
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs makes use of technological advancement for achieving economies of scale. The presence across various global locations has allowed the Why AI Isn t the Death of Jobs to develop a seamless technological infrastructure for knowledge sharing. Why AI Isn t the Death of Jobs is also able to implement processes of improvement internally (Iacobucci, 2021).
Use of AI
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to reduce the error rates, and improve logistic management, for example.
User experience
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs is an important and valuable resource that helps the company differentiate its offerings from that of the competition. The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs makes a substantial investment in research and development. The research and development allows the Why AI Isn t the Death of Jobs to stay updated with the market and consumer trends – thereby allowing the Why AI Isn t the Death of Jobs to tailor its offerings and marketing efforts accordingly. The research and development also allows the Why AI Isn t the Death of Jobs to improve its production processes, and improve efficiency levels continuously (Grewal & Levy, 2021).
Product offering
The Why AI Isn t the Death of Jobs focuses on maintaining consistent quality for its product offerings. Moreover, the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs allows minimum dependence on debt. The Why AI Isn t the Death of Jobs has a higher dependence on equity for expansion and development purposes. This ensures lower vulnerability of the company, and gives the Why AI Isn t the Death of Jobs increased freedom and independence for pursuing business objectives and goals (Groucutt & Hopkins, 2015).
Marketing activities
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs are those which are not easily and readily available for the competing players. These resources are rare for the Why AI Isn t the Death of Jobs 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
Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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
Why AI Isn t the Death of Jobs has access to different raw materials that support its quality maintenance of product offerings. The access to raw materials for the Why AI Isn t the Death of Jobs is largely based on the company’s unique position and its investments in research and development. Both of these have allowed the Why AI Isn t the Death of Jobs to substantially develop its capabilities (Buchanan & Huczynski, 2019).
Equipment
The Why AI Isn t the Death of Jobs has access to world-class equipment. This equipment and technology is not readily and easily available to its competing players. The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to sustain its creativity and successfully continue to experiment with new product ideas (Chernev, 2018).
Patents
The Why AI Isn t the Death of Jobs has different patents registered under its name. This is done by the Why AI Isn t the Death of Jobs to safeguard its innovative capacities, and maintain regulated intellectual property rights. This helps the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs is also successfully engaging with, and producing eco-based packaging. This resource is important for the Why AI Isn t the Death of Jobs, 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs. Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs, 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 Why AI Isn t the Death of Jobs – developed through the Why AI Isn t the Death of Jobs’s core values and beliefs, as well as its structure and managing style. The culture of the Why AI Isn t the Death of Jobs leads to improved employee performance, and facilitates organizational success (Abbas, 2017).
HRM policies and activities
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs (Mariappanadar, 2019).
Compensation Framework
The Why AI Isn t the Death of Jobs also has a unique compensation system to support internal activities and functions. The compensation system is rooted in employee motivation and needs. The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs has developed strong brand equity over time. The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs (Kotler & Keller, 2021).
Brand loyalty
The Why AI Isn t the Death of Jobs has a high brand loyalty. Based on its offerings, quick customer service, and after-sales service, the Why AI Isn t the Death of Jobs has developed a high brand loyalty amongst customers. These customers conduct repeat purchases of the Why AI Isn t the Death of Jobs’s offerings and products because of higher satisfaction levels (Baines, Fill, & Rosengren, 2017).
Brand awareness
The marketing activities of the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs amongst not only its own target customers, but also amongst secondary groups (Sahaf, 2019).
Goodwill
Why AI Isn t the Death of Jobs has continually delivered on its promise, and has thus developed a positive brand perception. As a result of this, the Why AI Isn t the Death of Jobs has built positive goodwill over the years. This goodwill allows the Why AI Isn t the Death of Jobs to confidently launch new products in the market that consumers readily accept and consume (Grewal & Levy, 2021).
Innovation
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs has a supportive leadership. The leadership style at Why AI Isn t the Death of Jobs is participative which encourages discussion, and creates trust and a positive work environment. In addition, the leadership at Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs display high levels of job satisfaction. This is because the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs, leading in turn to high levels of employee commitment (Mariappanadar, 2019).
Branding activities
The Why AI Isn t the Death of Jobs invests in branding activities for building its brand as well as a positive consumer perception. These branding activities for the Why AI Isn t the Death of Jobs involve not only the marketing communications, but also the development of a suitable marketing mix for the company. The branding activities help the Why AI Isn t the Death of Jobs increase brand awareness, as well as increase its reach and penetration amongst the target audience (Iacobucci, 2021).
Organized
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs is. The factor also reviews how the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs is able to capitalize on the various internal and external opportunities is through the development of its physical infrastructure. The infrastructure of the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to improve its production and efficiency rates as well as reduce its errors. The technological infrastructure also led the Why AI Isn t the Death of Jobs to benefit from potential advancements such as social media marketing and e-commerce (DuBrin, 2013).
Network support
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to realize its strategic goals (Phillips & Moutinho, 2018).
Training and development
As the Why AI Isn t the Death of Jobs is exposed to new resources and builds on old resources, it is important to update the skills of the employees. The Why AI Isn t the Death of Jobs continually invests in the training and development of its labor force. This ensures that the Why AI Isn t the Death of Jobs stays ahead of the competition.
The Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs also enables increased sharing of knowledge across borders. This knowledge sharing and knowledge development allows continuous learning internally for the Why AI Isn t the Death of Jobs. This learning then helps the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs is largely supportive and ensures the development of the management team and the employees. The support of the leadership within the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs to identify various resources which can lead to different forms of competitive advantages. The VRIO assessment and model allows the Why AI Isn t the Death of Jobs to identify resources that can be used for developing sustainable competitive advantage over the long term as well as allows the Why AI Isn t the Death of Jobs 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 Why AI Isn t the Death of Jobs
- Hofstede Cultural Model of Why AI Isn t the Death of Jobs
- Net Present Value (NPV) Analysis of Why AI Isn t the Death of Jobs
- Marketing Mix (4Ps) Analysis of Why AI Isn t the Death of Jobs
- Corporate Social Responsibility of Why AI Isn t the Death of Jobs
- Why AI Isn t the Death of Jobs Discounted Cash Flow (DCF) Analysis
- Why AI Isn t the Death of Jobs Case Solution
- Marketing Strategy for Why AI Isn t the Death of Jobs
- Blue Ocean Strategy of Why AI Isn t the Death of Jobs
Latest Feedback
Christopher Randy
Verified
Hired a company that boasted itself that it's top-notch. Though that stupid guy totally defaced the CGPA. This service is excellent and I'm satisfied with it.
Jacob Jens
Verified
This service left an awesome expression as compared to other services because I appointed a ton of services. Thank you so much!
Richard Sme
Verified
To write a Research Paper on Entrepreneurship was really an impossible task. How thoughtful of you because you did it without a fault and I don’t know how to say thanks to you.
Jay Augustus
Verified
The PPT presentation was lighted on as per my directions. Thanks a lot!
Lan Zu
Verified
This service didn't bother me and there was not an error of punctuation and grammar. Thanks a lot!
Shi Jianguo
Verified
I wish good luck to this service because it is sincere and caring. Thank you!
Calculate the Price of Your Order
Next Article
- Converting Email from a Drain into a Gain VRIO Analysis
- Blockchain Tokens and the Potential Democratization of Entrepreneurship and Innovation VRIO Analysis
- Creating an Ethically Strong Organization VRIO Analysis
- Employer Branding and CSR Communication in Online Recruitment Advertising VRIO Analysis
- When SMART Goals are Not So Smart VRIO Analysis
- Integrating Lifecycle Asset Management in the Public Sector VRIO Analysis
- The Changing Face of Innovation in China VRIO Analysis
- How to Compete Against the New Breed of National Champions VRIO Analysis
- Building the Right Ecosystem for Innovation VRIO Analysis
- What's Your Cognitive Strategy? 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