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| Criterion |  Business Strategy Value Chain Analysis |  Operations Change Analysis |  Business Strategy Business Model Stress Test |  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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | 45-120 min | Half day | 90-180 min |
Participantsdifferent | 3-8 | 2-6 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stress Test Report, Action Plan per Scenario | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelRiskDiagnosis | StrategyDiagnosisBusiness modelCapability |