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Apply the Resource-Based View (Barney, 1991) and VRIO framework to evaluate whether a firm's resources and capabilities confer sustained competitive advantage.
Passed 20 of 22 test cases with the skill, and 15 of 22 without it.
and 5 more in the full report
5 fixed15 passed either way2 still failing0 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 5 test cases the skill fixed. Same model, same prompt, with and without the skill.
I need a strategic resource assessment for our mid-sized SaaS company as we prepare to scale. We want to evaluate four assets: our proprietary workflow engine, deep domain customer success team, executive network, and brand equity. Please output a VRIO analysis report containing a resource inventory table with columns for asset type, individual V-R-I-O assessments (Y/N), and competitive implications. After the table, include a summary of key findings grouped by advantage type, followed by targeted strategic recommendations for our leadership team.
| Checked | Without skill | With skill |
|---|---|---|
| Uses the top-level section header format ## RBV / VRIO Analysis: [Context] | Missed | Passed |
| Recommends divesting or deprioritizing the brand equity resource identified as competitive parity | Missed | Passed |
| Classifies resources lacking organizational support as unrealized advantage | Missed | Passed |
The instructions your model reads when the skill loads.
The Resource-Based View argues that firms achieve sustained competitive advantage through resources that are heterogeneous and immobile across firms. Barney (1991) formalized the VRIO framework as the diagnostic test.
IRON LAW: A resource must satisfy ALL four VRIO criteria simultaneously
to generate sustained competitive advantage. Failing ANY single
criterion downgrades the outcome.
Key assumptions:
| Criterion | Question | If NO |
|---|---|---|
| Value | Does it exploit opportunity or neutralize threat? | Competitive disadvantage |
| Rarity | Is it controlled by few firms? | Competitive parity |
| Imitability | Is it costly to imitate? (history, ambiguity, complexity, patents) | Temporary advantage |
| Organization | Is the firm organized to capture value? | Unrealized advantage |
test cases passed, vs 15 / 22 without
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