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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 90-180 min | 1-5 Tage | 1-2 h |
Participantsdifferent | 3-8 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability | Business modelStrategyValueInnovation |