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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Business Strategy PESTLE 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. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 90-180 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | StrategyMarketAnalysis |