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| Criterion |  Business Strategy GAP Analysis |  Innovation Design Thinking |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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 | High | Medium |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | Half day | 90-180 min |
Participantsdifferent | 2-8 | 4-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Prototype, Test Learnings | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyAnalysisPlanning | InnovationPrototypeResearch | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |