View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Salience Model |  Business Strategy VRIO Framework |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 60-90 min | 90-180 min | 60–90 min |
Participantsdifferent | 3-8 | 3-6 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Salience Diagram, Strategy per Class | VRIO Table, Strategic Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance | StrategyDiagnosisBusiness modelCapability | StakeholdersAlignmentFacilitationChange |