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| Criterion |  Business Strategy Value Chain Analysis |  Knowledge Modeling Concept Mapping |  Business Strategy VRIO Framework |  Knowledge Modeling Knowledge Mapping |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h | 90-180 min | 1-3 h |
Participantsdifferent | 3-8 | 1-8 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Concept Map, Relationship Labels, Knowledge Gaps | VRIO Table, Strategic Actions | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | KnowledgeConceptsMappingSensemaking | StrategyDiagnosisBusiness modelCapability | KnowledgeMappingRisk |