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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Three-Point Estimation |  Business Strategy VRIO Framework |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 10-30 min je Item | 90-180 min | 1-4 Wochen |
Participantsdifferent | 3-8 | 1-8 | 3-6 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Value Chain Map, Lever List | Three-Point Estimate, Risk Range, Assumption Notes | VRIO Table, Strategic Actions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationUncertaintyForecasting | StrategyDiagnosisBusiness modelCapability | ForecastingExpertsDecisionStrategy |