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| Criterion |  Business Strategy GAP Analysis |  Business Strategy VRIO Framework |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 90-180 min | 1-4 h | Half day |
Participantsdifferent | 2-8 | 3-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability | Root causeProblem solvingQualityIncident | StrategyBusiness modelDiagnosisAnalysis |