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| Criterion |  Business Strategy Value Chain Analysis |  Operations Change Analysis |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-120 min | 90-180 min | 1-2 h |
Participantsdifferent | 3-8 | 2-6 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |