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| Criterion |  Business Strategy Balanced Scorecard |  Product Strategy DIBB |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 90-180 min | Half day |
Participantsdifferent | 4-12 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | DIBB document, Belief list, Bet list, Learning report | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tags1 shared | StrategyMetricsExecution | StrategyDecisionAssumptionsHypothesis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |