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| Criterion |  Business Strategy PESTLE Analysis |  Product Strategy Impact Mapping |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 2-10 | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tags1 shared | StrategyMarketAnalysis | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |