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| Criterion |  Business Strategy Value Chain Analysis |  Innovation TRIZ |  Business Strategy VRIO Framework |  Business Strategy Blue Ocean Strategy 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Half day | 1-4 h | 90-180 min | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 3-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Contradiction Statement, Inventive Principles, Solution Concepts | VRIO Table, Strategic Actions | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | InnovationProblem solvingContradictionsCreativity | StrategyDiagnosisBusiness modelCapability | StrategyPositioningInnovationValue |