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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Product Strategy Counter Metrics |  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. | 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | Low | Medium |
Timedifferent | 1-3 h | Half day | 30-60 min | 90-180 min |
Participantsdifferent | 2-8 | 3-8 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | Counter Metric List, Guardrail Definitions | VRIO Table, Strategic Actions |
Tags1 shared | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | MetricsMeasurementStrategyExperiments | StrategyDiagnosisBusiness modelCapability |