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| Criterion |  Business Strategy Value Chain Analysis |  Domain Modeling EventStorming |  Domain Modeling Context Map |  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 a domain consists of many events, rules, and states, it creates a shared modeling space for the team. It bundles language, flows, and boundaries before domain knowledge fragments into siloed views. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | Medium | Medium | Medium |
Timedifferent | Half day | 2-8 h | 1-3 h | 90-180 min |
Participantsdifferent | 3-8 | 5-12 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Event Timeline, Ubiquitous Language, Boundaries, Open Questions | Context Map, Integration Patterns, Boundary Notes | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Domain-Driven DesignEventsDiscoveryWorkshop | Domain-Driven DesignBoundariesStrategy | StrategyDiagnosisBusiness modelCapability |