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| Criterion |  Decision Making Delphi Method |  Business Strategy Value Chain Analysis |  Decision Making Constraint Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Medium |
Timedifferent | 1-4 Wochen | Half day | 30-90 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-8 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Value Chain Map, Lever List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | VRIO Table, Strategic Actions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis | ConstraintsDecisionPlanningOptions | StrategyDiagnosisBusiness modelCapability |