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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Operations ALPEN Method |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 90-180 min | 10-20 min daily | 1-3 h |
Participantsdifferent | 3-8 | 3-6 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Daily Plan, Time Estimates, Review Notes | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | PlanningTime managementProductivityOperations | StrategyAnalysisPlanning |