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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy SMART Goals |  Business Strategy VRIO Framework |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 15-30 min | 90-180 min | 1-2 h Setup |
Participantsdifferent | 3-8 | 1-8 | 3-6 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | SMART Goal, Measurement Note, Deadline | VRIO Table, Strategic Actions | OKR set, Measurement plan, Review cadence |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | GoalsPlanningMeasurementAlignment | StrategyDiagnosisBusiness modelCapability | GoalsAlignmentOutcomesMeasurement |