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| Criterion |  Decision Making Option Framing |  Business Strategy SWOT Analysis |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | 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 | Low | Medium | High |
Timedifferent | 45-120 min | 30-60 min | 90-180 min | Half day |
Participantsdifferent | 3-8 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tags1 shared | OptionsDecision framingStrategyComparison | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |