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| Criterion |  Business Strategy Value Chain Analysis |  Operations A3 Problem Solving |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-2 h | 90-180 min |
Participantsdifferent | 3-8 | 2-5 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | A3 Report, Action Plan, Root Cause Analysis | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | LeanProblem solvingCoachingOperations | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |