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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Agile Ideal Days |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | 15-60 min | Half day |
Participantsdifferent | 3-6 | 2-8 | 2-9 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | EstimationEffortAgile | StrategyBusiness modelDiagnosisAnalysis |