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| Criterion |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Facilitation 3-Circle Venn Diagram |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 1-2 h | 15-45 min | 60-90 min |
Participantsdifferent | 3-6 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | Venn Diagram, Overlap Notes, Differentiators | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | ComparisonFacilitationAlignment | StakeholdersFacilitationAlignmentGovernance |