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| Criterion |  Business Strategy Scenario Planning |  Decision Making Three-Point Estimation |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 0.5-2 Tage | 10-30 min je Item | Half day | 90-180 min |
Participantsdifferent | 4-12 | 1-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Three-Point Estimate, Risk Range, Assumption Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationUncertaintyForecasting | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |