The VRIO system is a method for analyzing a company's internal resources and

skills to see if they can be a source of long-term competitive advantage.

Value: Does it provide customer value and competitive advantage.
Is there a consumer benefit and a competitive advantage?
No: Company is at a strategic disadvantage, and there is need to rethink resources and skills in
order to find profit.
Yes: Once you've developed importance, move on to rarity in your VRIO review
Is the resource valuable to Bandhan Bank. Is Bandhan Bank interested in the resource? financial
resources, human resources, marketing experience, and operations management are all essential
resources for a company.

Rareness: Do no other competitors possess it?

No: Company have value but not rarity, putting business on a level playing field. Since resources
are valuable but plentiful, competing in the marketplace is more difficult (but not impossible).
It's a good idea to take a step back and rethink.

Yes: Now that company have determined the value and rarity of your service, the next obstacle is
imitability.

"Bandhan Bank" needs resources that are either rare or expensive to obtain. If they aren't
uncommon, both existing players and newcomers will be able to easily obtain them and join the
competitive landscape.

Imitability: Is it costly for others to imitate it?

No: Company have a temporary competitive advantage if resource has value and scarcity but is
cheap or easy to replicate. To stay ahead of the competition and distinguish your offerings there
is a need to put in a lot of effort—take a step back and rethink strategy.

Yes: Provide a valuable, rare, and difficult-to-copy service; now the spotlight is on business.
 Most businesses are currently under threat of disruption. It appears that the Bandhan Bank's key
differentiation is difficult to duplicate. On a larger scale, imitation of Bandhan Bank products can
take two forms: duplication of the company's products and competitors developing substitute
products that disrupt the current market structure.

Organization: Is the firm organized to exploit the resources?

No: Without internal organization and help, completely realizing the value of important, rare,
and difficult-to-copy resources would be difficult.  business will have an untapped competitive
advantage and have to rethink how to get the necessary framework in place.

Yes, when the business has defined all four components of the VRIO system, it has achieved the
ultimate target of sustainable competitive advantage.

Organizational Competence & Capabilities to Maximize Resource Use – It assesses how well a
company has been able to capitalize on an important, scarce, and difficult-to-replicate resource in
the marketplace. Bandhan Bank goods can be analyzed from two viewpoints when it comes to
exploitation level. Is the company able to completely leverage the resource's potential, or does it
still have a lot of room for growth?

Resources Value Rare Imitation Organization

Distribution Yes, as it helps in No Can be Yes
and Logistics delivering lower imitated by
Costs costs competitor
Competitive s but it is
ness difficult
Marketing Yes, firms are No, as most of Pricing Yes, firm is
Expertise competing based the competitors strategies leveraging its
within the on differentiation also have decent are often inhouse
Bandhan in the industry marketing know matched expertise
Bank how by
competitor
 Resources Value Rare Imitation Organization
s
Customer Yes, as customers Yes, the firm has It is very Going by the
Community are co-creating able to build a difficult to data, there is
products special imitate the still a lot of
relationship with culture and upside
its customers community
dedication
Brand Yes No Can be Yes, the firm
Positioning imitated by has positioned
in competitor its brands
Comparison s but it will based on
to the require big consumer
Competitors marketing behavior
budget
Access to Yes Yes, as other Can be Yes
Critical Raw competitors to imitated by
Material for come to terms competitor
Successful with firm's s
have dominant market
Execution position
Vision of the Yes No Can't be Not based on
Leadership imitated by information
for Next Set competitor provided in the
of s case
Challenges
Access to Yes No Can be Not been
Cheap imitated by totally exploited
Capital competitor
s
Position Yes, firm has Yes, it has Difficult to Yes, over the
 Resources Value Rare Imitation Organization
among strong dedicated imitate years company
Retailers and relationship with channel partners though not has used it
Wholesalers retailers and impossible successfully
– wholesalers
companyna
me retail
strategy
Customer Yes, 23% of the Yes, firm has Has been Company is
Network and customers invested to build tried by leveraging the
Loyalty contribute to a strong competitor customer
more than 84% of customer loyalty s but none loyalty to good
the sales revenue of them effect
are as
successful
Sales Force Yes No Can be Still there is lot
and Channel imitated by of potential to
Management competitor utilize the
s excellent sales
force

Valuable – Is the resource valuable to Bandhan Bank. Is Bandhan Bank interested in

the resource? financial resources, human resources, marketing experience, and
operations management are all essential resources for a company.

Rare – "Bandhan Bank" needs resources that are either rare or expensive to obtain. If
they aren't uncommon, both existing players and newcomers will be able to easily
obtain them and join the competitive landscape.

Costly to imitate– Most businesses are currently under threat of disruption. It

appears that the Bandhan Bank's key differentiation is difficult to duplicate. On a
larger scale, imitation of Bandhan Bank products can take two forms: duplication of
the company's products and competitors developing substitute products that
disrupt the current market structure.

Organizational Competence & Capabilities to Maximize Resource Use – It assesses

how well a company has been able to capitalize on an important, scarce, and
difficult-to-replicate resource in the marketplace. Bandhan Bank goods can be
analyzed from two viewpoints when it comes to exploitation level. Is the company
able to completely leverage the resource's potential, or does it still have a lot of
room for growth?