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| Criterion |  Facilitation Dot Estimation |  Business Strategy TOWS Matrix |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 5-20 min | 1-2 h | 90-180 min | Half day |
Participantsdifferent | 3-20 | 3-10 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | TOWS Matrix, Strategic Options, Priority Actions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | EstimationEffortRisk | StrategyAnalysisOptions | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |