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| Criterion |  Business Strategy TOWS Matrix |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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 | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 90-180 min | 1-2 h | Half day |
Participantsdifferent | 3-10 | 3-6 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List |
Tags1 shared | StrategyAnalysisOptions | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis |