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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-45 min | 90-180 min | 1-2 h | 2-4 h |
Participantsdifferent | 1-8 | 3-6 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | StrategyPositioningInnovationValue |