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| Criterion |  Business Strategy GAP Analysis |  Innovation Design Thinking |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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 | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 90-180 min | Half day |
Participantsdifferent | 2-8 | 4-10 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Prototype, Test Learnings | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | InnovationPrototypeResearch | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |