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| Criterion |  Business Strategy VRIO Framework |  Facilitation 1-2-4-All |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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 many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 10-20 min | Half day | 1-2 h |
Participantsdifferent | 3-6 | 4-100+ | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Idea List, Shared Insights, Emergent Themes | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | FacilitationInclusionIdeation | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |