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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Operations Accountability Ladder |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | Half day | 90-180 min | 20-45 min | Half day |
Participantsdifferent | 3-8 | 3-6 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Ownership Reflection, Action Commitment, Coaching Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ResponsibilityLeadershipTeam | StrategyBusiness modelRiskDiagnosis |