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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Decision Matrix |  Business Strategy VRIO Framework |  Decision Making Delphi Method |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 45-90 min | 90-180 min | 1-4 Wochen |
Participantsdifferent | 3-8 | 2-8 | 3-6 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Value Chain Map, Lever List | Decision Matrix, Scoring Rationale, Selected Option | VRIO Table, Strategic Actions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionCriteriaScoringTradeoffs | StrategyDiagnosisBusiness modelCapability | ForecastingExpertsDecisionStrategy |