4) PESTLE Analysis – PESTLE analysis is a concept in marketing. The company does PESTLE analysis to keep a track on the environment in which it is operating before launching any new projects/products/services. PESTLE stands for P- Political, E- Economic, S- Social, T- Technological, L- Legal, E- Environmental. Political – Tax policies, international trade regulations, contract enforcement laws, employment laws, government organization, political stability, trade tariffs, fiscal policies, etc. Economic – Inflation rate, foreign exchange rate, economic growth, foreign direct investments, interest rates, etc. Social – Demographics, cultural trends, population analytics, etc. Technological – Automation, research and …show more content…
These functions of balanced scorecard have made its application successful in various government agencies, private sector companies and non-profit organizations. 7) VRIO Analysis – VRIO framework is the tool used to analyze firm’s internal resources and capabilities to find out if they can be a source of sustained competitive advantage. It was developed by Barney, J.B (1991). VRIO is an acronym for the four questions- the question of Value, the question of Rarity, the question of Imitability, and question of Organization. According to VRIO framework the firm’s resources must possess the following attributes to be a source of sustained competitive advantage – • Value- Whether the firm is able to exploit its opportunities or neutralize the threats from its available resources. • Rarity – Whether the firm has valuable resource or capabilities that is extremely unique among the set of its competitors. • Imitability – Whether the firm’s resources are hard and costly to imitate by other firms so that the firm will be having competitive advantage over the other
If a firm’s resources are both valuable and rare, a firm may achieve a competitive advantage (Newbert, 2008). A resource is considered valuable when it improves the efficiency and effectiveness of a strategy, and when it exploits external opportunities or neutralises external threats (Barney, 1991). This wording is somewhat confusing as it draws a direct connection with the environmental model, i.e. Porter’s (1985) five forces. The ‘value’ variable could therefore be rendered exogenous to the RBV (Priem and Butler, 2001). On the other hand, Peteraf (1993) praises the model for its internal focus and ability to uncover potential sources of competitive advantage which cannot be attributed to the external environment, notably because areas of value are often so difficult to identify (Newbert, 2008). The term ‘potential’ is used because not all resources have the ability to create a SCA
PESTEL Analysis is a framework utilized by the marketers to analyse the external marketing environment that affect an association. The consequence of which is utilized to recognize SWOT. SWOT Analysis is a study embraced by an association to recognize its inward qualities and shortcomings, and additionally its outside circumstances and dangers.
A PESTEL analysis is a tool used to analyse and monitor the external marketing and environmental factors that have an impact on a company. Results can be
Value creation is creating value for the customer. Being able to solve or meet the customer requirements. Value is created whenever an action is taken for which the benefit exceeds the cost.
* Resources and capabilities serve as a source of competitive advantage for a firm over its rival.
24. When a firm offers products with unique features and higher value for customers than that of the
The VRIO framework evaluates resources and capabilities of a firm. Below is the evaluation of Targets VRIO framework.
A company’s strengths refer to what it does well to give value to the company. If a company’s resources and capabilities enable the firm to exploit an external opportunity and to neutralize an external threat, then those resources and capabilities are considered valuable, and are considered to be strengths (Barney & Hesterly, 2015, p. 67).
Example: freedom of media and internet, women’s rights and move towards greater international trade and investment.
He suggested that sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. He further added that the resources and capabilities can be viewed in form of tangible and intangible assets. There are four different categories of resources financial, physical, human, and organization.
For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive
Rare (R): If a resource is rare and valuable, it grants temporary competitive advantage. But rare resource that can only be acquired by few companies.
To begin with, heterogeneity of capabilities and resources of firms, which is explained as “enduring and systematic performance differences among relatively close rivals”, provides a foundation of the resource-based view (Song, et al.,2006). The implication of this assumption is that core competence conveys the valuable and unique feature of products to customers. The RBV disagrees with the opinion that the resources are homogeneous; if homogeneity is assumed to be essential to develop a proper strategy, the strategy can be easily copied by competitors, which will ultimately result in the dissipation of above-normal rents. Conversely, the unique and fixed resources on hand will lead to outstanding performance and ultimately turn to be a competitive advantage, under the circumstances that sustainable competitive advantage is achieved in an environment where competition does not exist.
Strengths can be defined as resource advantages over the competitors and the needs of the market
Resources are the source of the firm’s capabilities. Resources are bundled to create organisational capabilities. Some of a firm’s resources are tangible and intangible. Tangible resources are assets that can be seen and quantified. Intangible resources include assets that typically are rooted deeply in the firm’s history and have accumulated over time. Intangible resources are relatively difficult for competitors to analyse and imitate. The four types of tangible resources are financial, organisational, physical and technological. And the three types of intangible resources are human, innovation and reputational (Hanson, D., Hitt, M., Ireland, R. D., & Hoskisson, R. E., 2011, pp. 75-78).