VRIO

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Strategy
Major dimensions Strategy • Strategic management Military strategy Strategic planning • Game theory Strategic studies • Strategic thinking
Major thinkers Michael Porter  • Rita Gunther McGrath Bruce Henderson  • Gary Hamel Candace A. Yano  • C. K. Prahalad Jim Collins  • Liddell Hart Carl von Clausewitz  • Sun Tzu Julian Corbett  • Alfred Thayer Mahan J.C. Wylie  • Adrian Slywotzky Sharon Oster  • Chris Zook Henry Mintzberg
Concepts Business model  • Competitive advantage Value chain  • Performance effects Core competency • Generic strategies Mission statement
Frameworks and tools SWOT • Five forces Balanced scorecard • Ansoff matrix OGSM • Managerial grid model PEST analysis • Growth–share matrix STP • MECE principle Business Model Canvas • Kraljic matrix Strategic Grid Model • Strategy map • VRIO
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VRIO is a business analysis framework that forms part of a firm's larger strategic scheme, proposed by Jay Barney in 1991. The basic strategic process of any firm begins with a vision statement, and continues on through objectives, internal & external analysis, strategic choices (both business-level and corporate-level), and strategic implementation.

VRIO falls into the internal analysis step of these procedures, but is used as a framework in evaluating just about all resources and capabilities of a firm, regardless of what phase of the strategic model it falls under.

VRIO is an initialism for the four question framework asked about a resource or capability to determine its competitive potential: the question of Value, the question of Rarity, the question of Imitability (Ease/Difficulty to Imitate), and the question of Organization (ability to exploit the resource or capability).

• The question of value: "Is the firm able to exploit an opportunity or neutralize an external threat with the resource/capability?"
• The question of rarity: "Is control of the resource/capability in the hands of a relative few?"
• The question of imitability: "Is it difficult to imitate, and will there be significant cost disadvantage to a firm trying to obtain, develop, or duplicate the resource/capability?"
• The question of organization: "Is the firm organized, ready, and able to exploit the resource/capability?" "Is the firm organized to capture value?"^[1]