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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 90-180 min | 1-2 h | 60–90 min |
Participantsdifferent | 3-8 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |