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| Criterion |  Business Strategy Scenario Planning |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  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. | 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 TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | High | Medium | Medium |
Timedifferent | 0.5-2 Tage | Half day | 1-2 h | 90-180 min |
Participantsdifferent | 4-12 | 3-8 | 3-10 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | VRIO Table, Strategic Actions |
Tags1 shared | StrategyUncertaintyPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | StrategyDiagnosisBusiness modelCapability |