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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Low | Medium |
Timedifferent | Half day | 1-3 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 | Gap Matrix, Action Plan, Risk Notes | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability |