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| Criterion |  Business Strategy Scenario Planning |  Business Strategy VRIO Framework |  Decision Making Decision Tree |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | High | Medium | Medium | High |
Timedifferent | 0.5-2 Tage | 90-180 min | 30-90 min | Half day |
Participantsdifferent | 4-12 | 3-6 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | VRIO Table, Strategic Actions | Decision Tree, Option Map, Assumption List | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | StrategyDiagnosisBusiness modelCapability | DecisionTreeOptions | StrategyBusiness modelDiagnosisAnalysis |