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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Medium | Medium |
Timedifferent | 45-90 min | Half day | 1-3 h | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 2-10 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | VRIO Table, Strategic Actions |
Tags1 shared | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | StrategyDiagnosisBusiness modelCapability |