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| Criterion |  Business Strategy Value Chain Analysis |  Operations ALPEN Method |  Product Strategy DIBB |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | High | Low | Low | Medium |
Timedifferent | Half day | 10-20 min daily | 1-2 h | 90-180 min |
Participantsdifferent | 3-8 | 1 | 2-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Daily Plan, Time Estimates, Review Notes | DIBB document, Belief list, Bet list, Learning report | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | PlanningTime managementProductivityOperations | StrategyDecisionAssumptionsHypothesis | StrategyDiagnosisBusiness modelCapability |