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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy OKRs |  Business Strategy VRIO Framework |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h Setup | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 2-20 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | OKR set, Measurement plan, Review cadence | VRIO Table, Strategic Actions | KPI Tree, Owner List |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | GoalsAlignmentOutcomesMeasurement | StrategyDiagnosisBusiness modelCapability | MetricsStrategyAlignmentMeasurement |