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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  Decision Making Decision 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 1-2 h | 45-90 min | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | Decision Matrix, Scoring Rationale, Selected Option | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | DecisionCriteriaScoringTradeoffs | StrategyDiagnosisBusiness modelCapability |