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| Criterion |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | Low | Medium |
Timedifferent | 1-2 h | Half day | 1-2 h | 90-180 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | VRIO Table, Strategic Actions |
Tags1 shared | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | StrategyDiagnosisBusiness modelCapability |