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| Criterion |  Business Strategy Three Horizons |  Business Strategy Scenario Planning |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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 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 | Medium | High | High | Medium |
Timedifferent | Halbtags-Workshop, dann iterativ | 0.5-2 Tage | Half day | 90-180 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Scenario Set, Strategic Implications, Robust Options | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tags1 shared | StrategyInnovationPortfolioForesight | StrategyUncertaintyPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |