Resource-based analysis of the bank will determine which resources an d capabilities result in which strengths or weaknesses.

The strategies are meant to build strengths and avoid (or eliminate) weaknesses. The framework for VRI ana lysis is based on! Valuable" Rare" Inimitable and whether or not the organi#ation can effectively e$ploit them.
Competit iv

Resources

Valuable

Rare

Easy to

imitate

Exploite d

Implicatio ns
Service Yes No Yes

Econom Impl ic i Yes Sustained

catio ns Normal

Advantage
Expertise Yes No No Yes Advantage Above Normal

Technology
Strategic

Yes
Yes

No
No

Yes
No

Yes
No

arity
!isadvant

Normal
"elo#

Alliances $ar%et share Yes No No Yes

age arity

Normal Normal

Yes

No

Yes

Yes

arity

Normal

&uman Resources

verall T%& '()* e$ploits its resources +uite well, T%& '()*-s competitive advantages are maintained not based on a high level of cost imitation" but rather based on the bank-s strategy of

e $ p l o it i n g it s . te ac dhvn an o ltoa g s gy p . e l l c a p ita l i# ed " w it h a g o o d u t il i #a t io n o f a s s et s a n d " m os t i o" crtu at n ti t ly w dg it h ng" e e a d e ve l op e d b u si n e s s e $ p er ti s e i n a r e a " T % & ' ( )* has

been able to use its co mpetitive advantages over time. Intangible resources are usually more costly to imitate than tangible resources and bundles of resources are more costly than single resources. In T%& '()*-s case for e$ample" the great relationship with the community is a strength that gives T%& '()* a sustainable competitive advantage. /arket share coupled with a possible strategic alliance could increase The techno logy that T%& '()* uses is another competitiveness enhancer. 0ervicescompetiveness. such as 1ash /anagement for business" great yields on checking and saving accounts for individuals and businesses" and Investment 0ervices cover a wide range of service e$pectations" and T%& '()* capitali#es on it.

'(

age