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| Criterion |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 1-2 h | 90-180 min | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |