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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Value Chain Analysis |  Product Strategy KPI Tree |  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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Value Chain Map, Lever List | KPI Tree, Owner List | VRIO Table, Strategic Actions |
Tags1 shared | StrategyMetricsExecution | StrategyBusiness modelDiagnosisAnalysis | MetricsStrategyAlignmentMeasurement | StrategyDiagnosisBusiness modelCapability |