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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  Decision Making Decision Matrix |  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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h | 45-90 min | 90-180 min |
Participantsdifferent | 3-8 | 3-10 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | Decision Matrix, Scoring Rationale, Selected Option | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | DecisionCriteriaScoringTradeoffs | StrategyDiagnosisBusiness modelCapability |