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| Criterion |  Product Strategy Impact Mapping |  Business Strategy VRIO Framework |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-90 min | 90-180 min | 60-90 min |
Participantsdifferent | 3-8 | 3-6 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentGovernance |
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