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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |  Architecture SAAM (Software Architecture Analysis Method) |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | SAAM helps teams judge an architecture’s suitability for selected tasks and changes. It is particularly useful for examining modifiability and comparing architecture alternatives with clear reasoning. | 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 | High | Medium |
Timedifferent | Half day | 45-90 min | Preparation, scenario analysis, and findings review; effort depends on scope | 90-180 min |
Participantsdifferent | 3-8 | 1-6 | Architecture experts and stakeholders for scenarios and weighting | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog | Domain functions mapped to components and connections, Quality attributes and evaluation criteria, Typical tasks and their effects on the architecture, Reasoned evaluation or comparison of alternatives | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model | ArchitectureChangeAnalysisComparisonQuality | StrategyDiagnosisBusiness modelCapability |