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| Criterion |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Low | Medium |
Timedifferent | 2-4 h | Half day | 30-60 min | 90-180 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions |
Tags1 shared | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability |