I need the IMITABILITY ANALYSIS from the VRIO framework for the company PELOTON

I DO NOT NEED THE DEFINITION OF THE VRIO FRAMEWORK. I NEED A THOROUGH ANALYSIS OF PELOTON'S IMITABILITY ANALYSIS. IF YOU DON'T KNOW HOW TO DO IT PLEASE LET SOMEONE ELSE DO IT . NO PLAGIARISM AND CITE YOUR SOURCES PLEASE!!!

To what degree do competitors face a disadvantage in trying to imitate PELOTON'S

resource(s)/capability (in the future)? The source of this disadvantage may come from 1 of 4 sources. Identify and discuss which one of the following is most likely to make it difficult for competitors to try and imitate the resource(s)/capability:

1A. Physical uniqueness: What aspects of the resource(s)/capability are so unique as to make

it very hard to imitate? B. Path dependency:

What investments has the company been making that have helped the firm develop that resource(s)/capability that would be nearly impossible for another company to do?

o Example: ESPN was the first 24-hour sports TV channel. Since they started, they have continued to grow and strengthened their position as the market leader by making continual investments in their reputation, reach, etc.

C. Causal Ambiguity: Is the causal link between the resource(s)/capability and a

competitive advantage somehow clouded, so that the exact connection is ambiguous?

o Example: Southwest Airlines is one of the market leaders in the airline industry and one of the things that is unique about them is their fun, laid-back culture. But how exactly does that translate to a competitive advantage? Why does that matter to potential travelers? Its somewhat unclear, thus it is causally ambiguous.

D. Social Complexity: Is the relationship between the resource/capability difficult for

competitors to imitate because of a complex (dynamic) relationship within the company, or between the company and one or more stakeholders (such as customers)

o Example: Harley Davidson has extremely loyal and passionate customer base that has evolved over time and is exemplified by lifestyle choices of its customers (clothes, friends, activities, etc.)