What the VIRO analysis tool analyzes

The Vrio model was first developed by Jay B. BarneyBarney, 1991). Barney summarizes the core idea of the model in his essay "Seeking Competitive Advantage from Within" (1995):

Sustainable competitive advantage cannot be created by simply assessing environmental opportunities and threats and then only by running a business in a high-opportunity, low-threat environment. Sustainable competitive advantage also relies on unique resources and capabilities that companies can apply to environmental competition. In order to discover these resources and capabilities, managers must seek valuable, scarce, and costly imitation resources from within the organization, and then develop and exploit them through their organizations.

The VRIO model is a value, rarity, inimitability, and organization model.

I'm using the version, and the curvature analysis tool is in the Custom inside as shown in the image You're in:"toolbar"Hook the box in front of "Shape Analysis", as shown in the figure, and then change to "Commands" (as shown in Figure 1), drag the required commands to the toolbar displayed in the operation area, and finally drag and drop the "Shape Analysis" toolbar to a convenient place.

Competitive advantage should be part of Porter's competition trilogy, "Competitive Strategy", "Competitive Advantage", and "National Competitive Advantage". Porter's definition of competitive strategy should belong to the positioning school, and there are some so-called resource schools that also have a detailed description of competitive advantage, for the resource school, competitive advantage is the so-called core competitiveness, it is recommended that you read the books on both. It's a hassle to say.

v: (value).

r: (rarity)

i: (imitability)0: (organization) organization.

OK. SWOT analysis is a strategic analysis tool, that is, to formulate a strategy according to the internal and external environment of the analysis object. Five Forces Analysis is a competitive environment analysis tool that analyzes where the main competitiveness (or threat) comes from (Five Aspects).

You can use the Five Forces model to analyze the competitive environment in the market and find out where the main threats come from, so as to determine the external environmental factors. SWOT analysis is then used to determine the basic competitive strategy.

Extended materials: Strategic analysis is to analyze the internal and external environment of the organization through the collection and collation of data, including two parts: organizational diagnosis and environmental analysis. Strategic analysis includes identifying the mission and goals of the business; Understand the changes in the environment in which your business operates, and whether these changes will present opportunities or threats.

Understand the position, resources and strategic capabilities of the enterprise; Understand the interest expectations of stakeholders, the responses of these stakeholders in strategy development, evaluation and implementation, and the impact and constraints of these responses on organizational behavior. Strategic analysis tools are some of the analytical methods often used in the practice of corporate strategy consulting and management consulting. Enterprises can choose top-down, bottom-up or a combination of top-down, bottom-up or top-down methods to formulate strategic plans from multiple perspectives such as the guarantee of the overall goals of the enterprise, the enthusiasm of middle and lower managers, and the coordination of the strategic plans of various departments of the enterprise.

The question to be answered in the strategic selection phase is "where is the company going?" The first step is to develop a strategic choice. Enterprises can choose top-down, bottom-up or a combination of top-down, bottom-up or top-down methods to formulate strategic plans from multiple perspectives such as the guarantee of the overall goals of the enterprise, the enthusiasm of middle and lower managers, and the coordination of the strategic plans of various departments of the enterprise.

The second step is to evaluate the strategic alternatives, usually using two criteria: whether the strategy plays to its strengths, overcomes its weaknesses, and whether it exploits opportunities to minimize the threat; Whether the strategy is acceptable to stakeholders. There is no optimal selection criterion, and the values and expectations of management and stakeholder groups largely influence the choice of strategy.

In addition, the evaluation of the strategy is ultimately based on the financial indicators of the strategic benefits, risks and feasibility analysis.

VRIO is a tool to analyze the competitive advantages and weaknesses of enterprises based on internal resources and capabilities. It consists of a series of 4 questions:

1) The question of value: Can the resources and capabilities of the enterprise enable the company to respond to environmental threats and opportunities?

2) Rareness question: How many competitors already have some kind of valuable resources and capabilities?

3) Imitability: Do companies that do not have the resources and capabilities have a cost disadvantage when acquiring it compared to those that already have it?

4) Organization Question: Can an enterprise make full use of the competitive potential of resources and capabilities?

This time, it should be possible to analyze the core interests with this model.

Peter and the new one have a taste, and I think this should be good.

Peak's core strengths model analysis is good.