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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Delphi Method |  Business Strategy TOWS Matrix |  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. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | High | Medium | Medium |
Timedifferent | Half day | 1-4 Wochen | 1-2 h | 90-180 min |
Participantsdifferent | 3-8 | 6-30 Experten | 3-10 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes | TOWS Matrix, Strategic Options, Priority Actions | VRIO Table, Strategic Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy | StrategyAnalysisOptions | StrategyDiagnosisBusiness modelCapability |