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| Criterion |  Business Strategy Value Chain Analysis |  Innovation Contradiction Analysis |  Business Strategy VRIO Framework |  Business Strategy Blue Ocean Strategy 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 60-120 min | 90-180 min | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 3-6 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | VRIO Table, Strategic Actions | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ContradictionsInnovationProblem solving | StrategyDiagnosisBusiness modelCapability | StrategyPositioningInnovationValue |