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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | 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 | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 1-2 h | Half day | 90-180 min |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tags1 shared | StrategyAnalysisMarketPositioning | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |