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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 90-180 min | 1-2 h | Half day |
Participantsdifferent | 3-12 | 3-6 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List |
Tags1 shared | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis |