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| Criterion |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | High | Low | Medium |
Timedifferent | 1-2 h | Half day | 45-90 min | 90-180 min |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions |
Tagsno overlap | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability |