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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |  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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | High | Low | High |
Timedifferent | 90-180 min | Halber Tag bis mehrere Wochen | 30-60 min | Half day |
Participantsdifferent | 3-6 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments | StrategyBusiness modelDiagnosisAnalysis |