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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Evaporating Cloud |  Business Strategy VRIO Framework |  Business Strategy Business Model 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 60-120 min | 90-180 min | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsAssumptionsSystems thinking | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |