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| Criterion |  Decision Making Radar |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | 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. | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | Half day | 90-180 min | 45-90 min |
Participantsdifferent | 2-10 | 3-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | GrowthStrategyMarketPortfolio |