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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Innovation Morphological Analysis |  Innovation SCAMPER |
|---|---|---|---|---|
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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 1-2 h | 1-3 h | 30-60 min |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Morphological Box, Concept Combinations, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | IdeationInnovationCreativity | BrainstormingIdeationCreativityReframingInnovation |