Wednesday, April 3, 2013

Marriott International VRIO Analysis and Value Chain

typical Competencies

The VRIO analysis is helpful in determining if a resourcefulness or capability leads to

competitive advantage (Middleton, 2004).

Resources/Capabilities         Valuable?         Rargon?          dearly-won to Imitate?         Exploited by Organization          warlike Implications          energy or Weakness

Key Account Management Initiative         Yes         Yes         Yes         Yes         Sustained competitive Advantage          might and sustainable Distinctive Competence

Recruitment Process         Yes         Yes         No         No         Temporary Competitive Advantage         Strength and Distinctive Competence

Brand Loyalty         Yes         Yes         Yes         Yes         Sustained Competitive Advantage         Strength and Sustainable Distinctive Competence

Community Involvement         Yes         No         No         No         Competitive Parity         Strength

Employee Loyalty         Yes         Yes         Yes         Yes         Sustained Competitive Advantage         Strength and Sustainable Distinctive Competence


        Marriott has a few distinctive competencies that are the driving force in their company. Superior efficiency is unor fignted in their personnel. Marriott has been named by Fortune Magazine as on of the 100 Best Companies to Work For and one of the Top 50 Companies for Minorities (Marriott is, 2004). They are withal very concerned with minimizing employee turnover because of the gritty costs associated with training new employees. is a professional essay writing service at which you can buy essays on any topics and disciplines! All custom essays are written by professional writers!

Their recruitment process screens forth people motivated by money, and tensenesses on people who are motivated by recognition (Have, 1991).

        Superior responsiveness base be seen in their key account management bonus the company has in place. Marriott noticed that travel and entertainment get down is the third largest expense in corporations. This management incentive allows Marriott to focus on their potential customers and gain customer loyalty (Millman, 1996).

         one(a) of the intangible resources that Marriott has is its reputation. Not just their reputation with customers, but also their reputation with the community. The Marriott brand is a valuable resource. It is estimated that by adding the Marriott name to Fairfield Inn increased occupancy rates by 15%. Marriott fully exploits this resource by the global expansion that Marriott has undertaken (Tepeci, 1999).

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