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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making PERT Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | 15-45 min | 90-180 min | 1-2 h |
Participantsdifferent | 3-8 | 1-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |