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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Risk Matrix |  Business Strategy Business Model Canvas |  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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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 | Low | Medium | Medium |
Timedifferent | Half day | 30-60 min | 1-2 h | 90-180 min |
Participantsdifferent | 3-8 | 3-10 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Risk Matrix, Top Risk List | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionPrioritizationAssessment | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |