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| Criterion |  Decision Making Delphi Method |  Business Strategy Value Chain Analysis |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 1-4 Wochen | Half day | 90-180 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-8 | 4-12 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Value Chain Map, Lever List | Decision Rights Matrix, Agreement | VRIO Table, Strategic Actions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis | DecisionGovernanceAlignmentResponsibility | StrategyDiagnosisBusiness modelCapability |