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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | Half day | 1-3 h | 90-180 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions |
Tags1 shared | StrategyMetricsExecution | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability |