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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Medium | High |
Timedifferent | 90-180 min | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 3-6 | 4-12 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | StrategyBusiness modelDiagnosisAnalysis |