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| Criterion |  Business Strategy VRIO Framework |  Knowledge Modeling Concept Mapping |  Business Strategy Business Model Canvas |  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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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 | Medium | High |
Timedifferent | 90-180 min | 1-2 h | 1-2 h | Half day |
Participantsdifferent | 3-6 | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Concept Map, Relationship Labels, Knowledge Gaps | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | KnowledgeConceptsMappingSensemaking | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |