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| Criterion |  Business Strategy VRIO Framework |  Decision Making Assumption Surfacing |  Business Strategy Blue Ocean Strategy Canvas |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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 | Low | Medium | High |
Timedifferent | 90-180 min | 45-90 min | 2-4 h | Half day |
Participantsdifferent | 3-6 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Assumption List, Critical Assumptions, Learning Plan | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskDecisionDiscovery | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis |