Essay About Firm Performance Differ And Internal Analysis

Internal Analysis Vrio
Essay Preview: Internal Analysis Vrio
Report this essay
Internal Analysis 1 Why does firm performance differ?
Updated: 30 Aug. 2006 ©Scott Gallagher 2004
Internal Analysis
Earlier we explained differences in firm performance as being a function of their external
environment. However, this is only part of the story. Obviously, each firm has some unique
aspects. Internal analysis is an attempt to explain how and why these internal differences explain
differences in firm performance.
Resources and Capabilities.
Economics generally models firms as generic black boxes that
transform inputs into outputs in an efficient manner. Edith Penrose (1950) is generally credited
with being the first person to model firms as unique bundles of resources. Some individuals like
to make distinctions between resources, what companies have, versus capabilities, things
companies can do. A classic example might be my personal computer. As a resource it is more
powerful than the original computer on the Space Shuttle, however, I could not land the Space
Shuttle with it. So in this case I have a superior resource but an inferior capability.
Resources and capabilities can take many different forms. Literally anything an organization
possesses can be considered a resource. Examples include financial resources, plants,
equipment, technology, reputation, brands, and organizational expertise. In short there is no
potential constraint on what can be considered a firms resources or capabilities.
VRIO Analysis
Given that almost anything a firm possesses can be considered a resource or capability how
should you attempt to narrow down the ones that explain why firm performance differs? In order
to lead to a sustainable competitive advantage a resource or capability should be Valuable, Rare,
Inimitable (including non-substitutable), and Organized. This VRIO framework is the
foundation for internal analysis.
If you ask a business person why their firm does well while others do poorly, a common answer
is likely to be “our people.” But this is really not an answer, it may be the start of an answer, but
you need to probe deeper, what is it about “our people” that are especially valuable? Why dont
competitors have similar people? Cant competitors hire our people away? Or is it that there
something special about the organization that brings out the best in people? These kinds of
questions form the basis of VRIO and get to the heart of why some resources help firms more
than others.
Valuable.
A resource is valuable if it helps the organization meet an external threat or exploit an
opportunity. While it may not help the firm outperform its competitors, it can still be labeled a
strength. One good way to think about valuable resources is to ask how they help the company.
Common competitive foundations (a.k.a. the generic building blocks) for firms are efficiency,
quality, customer responsiveness, and innovation. If a resource helps bring about any one of
these four things then it is valuable.
Efficiency is simply the amount of output for any unit of input, and is probably the most obvious
way a firm can obtain an advantage. If a firm is a more efficient producer of goods or services
than its competitors then it has an advantage.
Innovation is devising new products or services (product innovation) or new ways of
producing/delivering goods or services (process innovation). Product innovation is of direct
benefit to the organization because an organization can have at least a temporary monopoly on
the new product. Process innovation generally influences efficiency rather than having a direct
effect.
Quality is the idea that the good does what it is designed for exceptionally well.
Customer Responsiveness is simply meeting the needs of the customer exceptionally well. It is
probably the broadest of the three because it can encompass things like merchandise returns,
hours of availability, etc
A resource that isnt even valuable, e.g. tarnished brand name, is best labeled a weakness.
Rare. A resource is rare simply if it is not widely possessed by other competitors. Of the
criteria this is probably the easiest to judge. For example, Cokes brand name is valuable but
most of Cokes competitors (Pepsi, 7 Up, RC) also have widely recognized brand names as well,
making it not that rare. Of course, Cokes brand may be the most recognized, but that makes it
more valuable not more rare in this case.
Inimitable.
A resource is inimitable and nonsubstitutable if it is difficult for another firm to
acquire it or a substitute something else in its place. This is probably the toughest criteria to
examine because given enough time