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| Criterion |  Business Strategy Value Chain Analysis |  Knowledge Modeling Competency Questions |  Product Strategy Impact Mapping |  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. | Competency Questions translate a domain model into concrete questions that it must be able to answer. The method keeps the model's scope clean and prevents pretty but useless structures. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | 2-4 h | 45-90 min | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Competency Question Set, Required Concepts, Test Queries, Coverage Matrix | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | OntologyKnowledge graphScopeRequirementsSemantic | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability |