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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Medium |
Timedifferent | Half day | 90-180 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-8 | 3-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | Business modelStrategyValueInnovation |