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| Criterion |  Decision Making Radar |  Business Strategy Porter Five Forces |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | Porter Five Forces analyzes the forces that shape competitive pressure and profitability in a market. The view of market structure goes beyond individual competitors and reveals systemic pressure points. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 90-180 min |
Participantsdifferent | 2-10 | 2-8 | 1-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Five Forces Analysis, Competitive Risks, Strategic Options | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions |
Tagsno overlap | AssessmentPortfolioCapability | StrategyCompetitionMarket | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability |