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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Facilitation Dot Estimation |  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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | High |
Timedifferent | 90-180 min | 1-2 h | 5-20 min | Half day |
Participantsdifferent | 3-6 | 2-8 | 3-20 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis |