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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 90-180 min | Half day | 30-60 min |
Participantsdifferent | 4-12 | 3-6 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyMetricsExecution | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | MetricsMeasurementStrategyExperiments |