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| Criterion |  UX Research Customer Journey Mapping |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 2-4 h | 2-4 h | Half day | 90-180 min |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Journey Map, Pain-point List, Opportunity Backlog | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | JourneyServiceService design | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |