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| Criterion |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 90-180 min | 1-2 h | 1-3 h | Half day |
Participantsdifferent | 3-6 | 4-12 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis |