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The merger of London-based Just Eat and Amsterdam-based Takeaway.com
birthed Just Eat Takeaway, which remains one of the world’s largest online food delivery platforms since it was established in 2020.
In a bid to rise above the competition, we discuss the possible rationale behind the merger using the VRIO framework, a logical approach tool developed by Jay B. Barney. VRIO is an acronym that stands for value, rarity, imitability, and organization. According to the presumption
by (Sheeham and Foss, 2017, p. 41), the resources used in business approaches must be strategically important to these organizations, uncommon among possible competitors, and challenging to copy. Brands like the shoe and apparel brand Nike uses the VRIO framework to establish a healthy level of comparative advantage. This can be observed in its customer base, Marketing strategy
and product innovation. Which in turn makes it difficult for competitors to imitate.

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Valuable

According to (Mitra et al., 2018, p. 28) Companies
gain competitive advantages when they successfully generate more economic value than their rivals. The merger is valuable since it makes Just Eat Takeaway the most widely distributed meal delivery business outside of China. Both online food platforms have a combined presence in 23
countries except for Switzerland. Its value lies in the reality of becoming the leading online food distribution marketplace, linking customers and restaurants across 23 countries through its website.

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The expanded distribution network as well as its deep financial resources present a significant
value rationale for the merger. Brands with no resources can experience a cost disadvantage in
the market (Barney &amp; Hesterly, 2006). Greater equity can be easily assessed internally to
facilitate the brand's plan for any potential expansion or market penetration and consequently
help to maintain differentiation and edge in the industry.

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Rarity from the VRIO perspective is an important ingredient to critique brand success.
According to (Barney &amp; Hesterly, 2006). works on strategic business advantage, rarity is evident by the uncommonness of a resource or competence.
Just Eat Takeaway is enabled in the same vein as its value by a rare global presence not possessed by many in the industry. The ability to operate and earn in 23 geographical locations is not a common quality found in the food servicing industry. For the competition, it would demand a lot of investment and time to be at par with the level of global distribution network of JET.

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Its presence will ensure a better understanding of global culture, values, and trends to gain
inroads into local markets. It also offers international recognition which is an important attribute
for any brand that is poise to lead in the food ordering business. Another rarity that sweetened
the merger following the VRIO analysis is the opportunity for a stronger financial resource.

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The merger will speed up early entry into market segments on a global scale. This is a competitive advantage as it aids the capture of target consumers in more geographical markets before the competition. Again, the financial resources and distributive reach of the merger brand will be difficult to imitate by competitors. Their superior delivery infrastructure will aid the company in catering to varied demands ranging from restaurants offering niche cuisines to international chains offering standard items. This offering will attract more consumers to the platform and consequently, increase the size of orders.

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The financial resources of JET are organised to capture value as identified by the VRIO Analysis. These resources are used strategically to invest in the right places; making use of
opportunities and combatting threats. Therefore, these resources prove to be a source of sustained competitive advantage for Just Eat Takeaway

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The merger, with its function within 23 countries of the world will ensure that the brand will leverage its geographical spread to enter into more partnerships with restaurants and
businesses across these locations. Consumers using the platform will ultimately increase as a consequence of having greater options within a single space for a variety of needs. According to this VRIO research, the Merger proposition is inherently strong and provides a roadmap to take
advantage of a larger global market.

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As COVID-19 restrictions became relaxed, JET experienced a decline in revenue due to reduced demand for online food ordering. Although its revenue increased 52% over year to
just under $3 billion, according to the first-half 2021 financial report, Just Eat Takeaway has been having trouble making a profit. Just Eat Takeaway in a bid to increase its market share and seize the initiative in fiercely competitive sector bought Grubhub for $7.3 billion which did not yield much profit because of the overt competition of other brands like Uber eat et al in the USA.

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'JET' builds on the value proposition of Convenience, performance, and customization of app to deliver effective
service to customers. By locating all restaurants in a particular area that have takeout options, the business
creates convenience. By ensuring website/app is simply to use, captures all information needed for user satisfaction and is well secured to avoid hacks.
It notifies consumers of the different options open to them including the option of takeout to anyone not willing to visit the restaurant. This provides access to a new group that
was initially not captured by restaurants. The JET platform also helps the ordering process to be a lot
faster with only a few clicks. This platform also offers customers the opportunity to review services and
access a range of money back guarantees.

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For Just Eat Takeaway, we see a
segmentation that revolves within:
● Geography
● Demography
● product development

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Segmentation by Geography
Here the market is segmented by continents, countries, cities, postal code , etc. It is crucial
to segment customers by geographic location, especially for a global brand like JET. The climate and trends within these regions will help to determine what to
advertise and a new market to explore within the area demands.

Segmentation by Demography
Based on factors such as gender, income, occupation, age, life cycle stage, ethnicity, religion, etc.
Given that JET’s products offer a superior value proposition, the company would divide its clientele into
groups according to two key demographic factors: the prospective clients income and life cycle stage.

Product development Segmentation: JET also uses product development in terms of always trying to
push the boundaries of what it can offer clientele. This is in line to meet their ever-changing needs.

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Mitra et al., 2018. A. Mitra, Cloud resource adaptation: a resource based perspective on value
creation for corporate growth Technol. Forecast. Soc. Change, 130 (2018), pp. 28-38
Sheeham, N., &amp; Foss, N. (2017). Using Porterian activity analysis to understand organizational
capabilities. Journal of General Management, 42(3), 41–51.
Barney, J., & Hesterly, W. (2006). Organizational Economics: Understanding the Relationship
between Organizations and Economic Analysis. The SAGE handbook of organization studies, 111.

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VRIO framework | Apple's VRIO framework explained