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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Innovation Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Half day | 90-180 min | 30-60 min | 5-20 min |
Participantsdifferent | 3-8 | 3-6 | 4-12 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Idea pool, Theme clusters, Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationDivergenceSpeed |