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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  Business Strategy SWOT Analysis |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Low | Medium |
Timedifferent | Half day | 1-2 h | 30-60 min | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability |