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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |  Business Strategy GAP Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min | Halber Tag bis mehrere Wochen | 1-3 h | 30-60 min |
Participantsdifferent | 3-6 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments |