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| Criterion |  Business Strategy VRIO Framework |  Domain Modeling Context Map |  Product Strategy DIBB |  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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | 1-3 h | 1-2 h | Half day |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Context Map, Integration Patterns, Boundary Notes | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | Domain-Driven DesignBoundariesStrategy | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis |