VRIO

2020 ◽  
pp. 67-79
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Underlying Theory ◽  
Resources And Capabilities ◽  
Core Idea

The purpose of VRIO analysis is to systematically identify resources and capabilities that may serve as a key source of competitive advantage. For a resource or capability to be the basis of a sustainable competitive advantage, it must be valuable (V), rare (R), and costly to imitate (I), and the firm must be organized (O) to capture the value from the resource or capability. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of VRIO analysis. Finally, the chapter continues the illustration of Harley-Davidson and applies the steps of VRIO analysis to this case.

Competitor Analysis

2020 ◽  
pp. 57-66
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Competitive Advantage ◽  
Systematic Approach ◽  
Complete Picture ◽  
The Core ◽  
Underlying Theory ◽  
Competitor Analysis ◽  
The Future ◽  
Core Idea ◽  
Future Plans

The purpose of a competitor analysis is to provide managers with a complete picture of the competitive landscape confronting a firm. The core idea behind a competitor analysis is to use a systematic approach to (1) identify current and future rivals to a firm, (2) assess the strengths and weaknesses of current and future rivals, (3) determine a match between a competitor’s strategies and capabilities, (4) analyze the future plans and intentions of rivals, and (5) predict a competitor’s reaction to initiatives launched by a firm. The ability to anticipate the response by rivals provides a firm with a competitive advantage. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of competitor analysis. Finally, the chapter offers the illustration of Netflix and applies the steps of competitor analysis to this case.

OpenSocial

2010 ◽  
pp. 285-295
Author(s):  
Matthias Häsel
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Graph ◽  
Complementary Resources ◽  
Resources And Capabilities ◽  
Social Applications

Building on the OpenSocial API suite, developers can create applications that are interoperable within the context of different social networks. Because social applications have access to a network’s social graph, messaging systems and update feeds, the OpenSocial standard enables Internet-based businesses to create new kinds of value-creating partnerships without extending themselves beyond their own means or competencies. This chapter argues that by entering structured partnerships, e-ventures and social networks can gain sustainable competitive advantage by integrating their highly complementary resources and capabilities. Building on the Resource-based View (RBV) of the firm and the concept of core competencies, it is shown that both partners can significantly benefit from the technology-induced possibilities that arise from the OpenSocial standard.

FUZZY GROUP DECISION MAKING IN PURSUIT OF A COMPETITIVE MARKETING STRATEGY

2010 ◽  
Vol 09 (02) ◽  
pp. 281-300 ◽  
Author(s):  
CHIN-TSAI LIN ◽  
CHUAN LEE ◽  
CHENG-SHIUNG WU
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Marketing Strategy ◽  
Multiple Criteria Decision Making ◽  
Evaluation Framework ◽  
Sustainable Competitive Advantage ◽  
Critical Function ◽  
Resources And Capabilities ◽  
Competitive Marketing Strategy ◽  
Fuzzy Group Decision Making

To determine marketing strategy may well be the most critical function of management. The pursuit of competitive advantage always requires much deliberate thought and discussion. The current study attempts to develop a marketing strategy evaluation framework based on the resource-based view (RBV) of the firm to competitive advantage. It tries to identify the most important marketing-specific resources and capabilities using a multiple criteria decision making (MCDM) method. This study employs the fuzzy analytic hierarchy process (AHP) method as an analytical tool to determine a unique competitive marketing strategy for a small tourism venture such as a privately owned hotel. The findings indicate that the differentiation strategy is the best competitive marketing strategy for allocating specific and limited resources and capabilities toward sustainable competitive advantage.

How Radical Transparency Can Turn the Brand Equity Into a Basis for Sustainable Competitive Advantage

2017 ◽  
pp. 90-112
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Brand Equity ◽  
Necessary Condition ◽  
Sustainable Competitive Advantage ◽  
Scientific Thought ◽  
Intangible Resources ◽  
External Threats ◽  
Logical Sequence ◽  
Resources And Capabilities

This chapter begins with the analysis of the question whether the real sources of sustainable competitive advantage derive from the strengthening of the companies' internal strengths and eliminating internal weaknesses or are they the result of a successful manipulation with the opportunities in the environment and the avoidance of external threats. Despite the efforts of many authors to summarize the first with the latter, modern scientific thought in the field of strategic management underlines the first variant. As a logical sequence, the analysis of the intangible resources of companies and their (im)mobility follows as a necessary condition for sustainable competitive advantage. The authors analyze the idea of the brand equity as a resource which summarizes all typical resources and capabilities of the company creating and maintaining the desired competitive advantage. Finally, the analysis of the brand equity through the prism of the VRIO model is a further proof for the brand equity role as a source of sustainable competitive advantage.

scholarly journals Intangible Assets for Sustainable Competitive Advantage in Institutes of Higher Learning

2018 ◽  
Vol 1 (1) ◽  
pp. 104-147
Author(s):  
Jacob Soko Jeketule
Keyword(s):  
Competitive Advantage ◽  
Intangible Assets ◽  
Building Blocks ◽  
Colleges And Universities ◽  
Higher Learning ◽  
Sustainable Competitive Advantage ◽  
Institutions Of Higher Learning ◽  
Education Industry ◽  
Resources And Capabilities ◽  
Higher Education Industry

Resources and capabilities are the building blocks upon which an organisation can create and execute value-adding strategy so that it earns reasonable returns and achieves strategic competitiveness (Management, 2012). A company‘s resource strength forms the cornerstones of strategy because they represent the company‘s best chance for market success (Duncane, Ginter, & Swaye, 1998). This article seeks to find out what kind of resources and capabilities thriving institutes of higher learning in Kenya possess and build to make them stay afloat amidst stiff competition. The ever-changing tastes and customer needs and preferences have significant influence on how businesses shape their strategy to compete with other industry players. The education industry in Kenya has not been spared from this trend. Colleges and universities are facing demanding customers who seek customised education services tailored to their own pace, preferred location and time. While some colleges and universities have thrived because they have taken advantage of the opportunities in their environment some have closed doors while others have resorted to unethical ways to attract students. The play-field has been left to those colleges and universities that have reengineered their organisational activities to address the ever-changing needs and preferences of customers in order to have a competitive edge in the industry. This article discusses the value of intangible assets, anchoring its arguments on the resource based view of the firm. We argue that reputation, organisational leadership, and collaboration are vital for institutes of higher learning to thrive. It recommends that institutes of higher learning should concentrate on building resource strengths and capabilities that make them gain and sustain competitive advantage. We propose action research to continuously improve organisational processes. We further propose a conceptual framework that may lead institutions of higher learning to gain and sustain competitive advantage. By focusing on building intangible assets, which are less prone to imitation, this article will address the challenges of competition in the higher education industry.

scholarly journals Analysis Effect of Resources and Dynamic Capabilities to Sustainable Competitive Advantages and It’s Implications to the Firms Performance

2017 ◽  
Vol 10 (10) ◽  
pp. 209
Author(s):  
Supriyadi Supriyadi
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Company Performance ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resources And Capabilities ◽  
Sustainable Competitive Advantages ◽  
Positive Effect ◽  
Dominant Influence

The objective of this research are to find out the effect : (1). resources on sustainable competitive advantages; (2). dynamic capability to continuous competitive advantage; (3). resources on company performance; (4). dynamic capability to company performance; (5). sustainable competitive advantage on company performance; (6). dynamic resources and capabilities on sustainable competitive advantages ; (7). dynamic resources and capabilities as well as the competitive advantage of sustainable. sample unit in this research using survey 69 companies which producing coffee in lampung, with interview to manager and director with total number of responden 345 respondents and all hypothesis accepted and positive effect to this research. the conclusion of this reserach are : (1). resources affect sustainable competitive advantage; (2). dynamic capabilities affect sustainable competitive advantage; (3). resources affect the firm's performance; (4). dynamic capability affects the firm's performance; (5). sustainable competitive advantage affects the company's performance; (6). resources and dynamic capabilities together affect sustainable competitive advantage; (7). resources, dynamic capabilities and sustainable competitive advantages jointly affect the company's performance the effect of resource, dynamic capability and sustainable competitive advantage simultaneously on company performance is positive and significant, with sustainable competitive advantage variables having the most dominant influence on firm performance. this shows that positively improving the effectiveness of resources, dynamic capabilities and sustainable competitive advantage will result in improved corporate performance.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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