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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Operations Change 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | Half day | 90-180 min | 45-120 min |
Participantsdifferent | 3-8 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ChangeRoot causeTroubleshootingComparison |
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