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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Innovation Lotus Blossom |  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 central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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 | 45-90 min | 5-20 min |
Participantsdifferent | 3-8 | 3-6 | 3-10 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Lotus Diagram, Idea Themes, Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationDivergenceSpeed |