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| Criterion |  Product Strategy Impact Mapping |  Decision Making Decision Tree |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | High |
Timedifferent | 45-90 min | 30-90 min | 90-180 min | Half day |
Participantsdifferent | 3-8 | 1-6 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Decision Tree, Option Map, Assumption List | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | DecisionTreeOptions | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |