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| Criterion |  Business Strategy Value Chain Analysis |  Agile Affinity Estimation |  Decision Making Wideband Delphi |  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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | Medium |
Timedifferent | Half day | 30-90 min | 1-4 h or multiple rounds | 90-180 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 Experten | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Affinity Size Map, Grouped Estimates, Unclear Items | Estimate Range, Assumption Log, Expert Consensus Notes | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationBacklogRelative sizing | EstimationExpertsForecasting | StrategyDiagnosisBusiness modelCapability |