Please give a well structured internal analysis of Accor hotels. Please explain the tangible and intangible resources. Give 6 resources and 6 capabilities of Accor hotel and do a detailed VRIN analysis of it. The VRIN ANALYSIS must contain each resource and capabilities which must tell whether each one of them is competitive advantage or competitive parity. I have given an example of internal analysis in the picture. Also provide a good explanation and conclusion at the end. Add citations and provide the references. I have given the resources in the picture for the research. Please do a deep research and give a good content. It's the final assignment and it's very important.

\\y Middlesex The Assignment Brief 2 :3 335233?\" Analysis of the firm capabilities and resources ' Identify the sources of (sustainable) competitive advantage, if there are any . Use an appropriate technique to evaluate the firm's key capabilities and competitive resources 0 identify any which might be the basis of competitive advantage 0 list-making and assertions are not appropriate; this section should show an ability to apply a suitable technique of analysis We will cover this in the first three classes in January 12:21 .all 4G Identity & Interpret How does the firm compete? What strategies does it use? Conclusion What is the firm's position? Does its strategy fit its environment? Presentation of the report 4 Middlesex University Recommended sources of information London Some sources of information you are expected to use: . Business Source Complete - Company reports/profiles . Mintel . Passport . Factiva . IBIS World . Financial Times - Special reports . Company annual reports, market updates, and 'investor relations' section of corporate website . Global Newsstand Middlesex Supplementary sources of information University London Some sources of information you should use: . ft.com . businessweek.com . Financial Times . The Economist . Wall Street Journal . New York Times - Business Day . Sunday Times/Times - Business . The Guardian . ons.gov.uk Middlesex Additional sources of information University London Consultancy websites to explore: . Mckinsey & Company - Insights & Publications PWC Publications amdx.mrooms.netInternal analysis: resources & capabilities Key capabilities Key resources Non-substitutable Sourcing: Domino's has developed . Brand: Domino's claims to be number the relationship to source from many I for brand awareness (Annual Report local suppliers at its distribution Imitable & Accounts 2019); it is the third most centres (Annual Report & Accounts |Valuable Rare popular dining brand and the sixth most famous (YouGov) 2019). . Local suppliers: Domino's Pizza has a Marketing: Domino's has 58% Brand Y Y Y Competitive advantage trusted local supply chain worth $180 positive opinion in the UK and its million per annum. pizzas are describe by customers as Local suppliers Y N Y N Competitive parity Knowledge: Domino's has technical "delicious, good deals, reliable knowledge which it uses to make the delivery service" (YouGov). Its app Knowledge Y Y Y Y Competitive advantage food; it has specialist knowledge which has been downloaded more than 26 it uses to create menu innovation; and million times and "is rated 4.7 out of Skilled workforce Y N N Y Competitive parity it has managerial knowledge to 5" (Annual Report & Accounts 2019). manage its franchise operations Delivery: Average delivery time in Sourcing N N Y Competitive parity Skilled workforce: well-trained 2019 was 25 minutes (Annual Report employees are the third valuable & Accounts 2019). Marketing Y N N Y resources who are working hard for the Competitive parity success of the company. . Franchisee relations: Franchise Delivery management and Y franchisee N N Y Competitive parity relations are vital for Domino's Franchisee relations success (Annual Report & Accounts Y Y Y Y 2019) Competitive advantage Figure 10: VRIN analysis of selected resources and capabilities; Domino's Pizza plc Domino's is a well-resourced firm (Jolly, 2019) with advanced capabilities in several key areas (Fast Food Industry UK 2019, 2019). According to the VRIN analysis in Figure 10, the firm has bases of competitive advantage: its brand, its knowledge and its capability to manage franchisee relationships. However, Domino's has been in a dispute with its key franchisees in the UK for nearly two years now (Mccormick & Hancock 2019) and that has hampered its ability to close out the emerging threat For market share. from aggregate food delivery services such as Deliveroo and UberEats (Farrell 2019). Similarly, its knowledge resources can be undermined by competitors emerging from the aggregator platforms or from firms such as Deliveroo setting up their own brands supported by dark kitchens (Naylor 2020). Other than its brand, Domino's does not have any core competencies to build competitive advantage and it is very likely to be dragged into a competitive fight