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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Innovation Design Thinking |  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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | Medium | High | High |
Timedifferent | 90-180 min | 1-2 h | 1 Tag bis mehrere Wochen | Half day |
Participantsdifferent | 3-6 | 2-8 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Problem Statement, Prototype, Test Learnings | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | InnovationPrototypeResearch | StrategyBusiness modelDiagnosisAnalysis |