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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h | 90-180 min | 1-2 h |
Participantsdifferent | 3-8 | 3-10 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |