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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Counter Metrics |  Business Strategy Value Chain Analysis |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 30-60 min | Half day | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Counter Metric List, Guardrail Definitions | Value Chain Map, Lever List | KPI Tree, Owner List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | MetricsMeasurementStrategyExperiments | StrategyBusiness modelDiagnosisAnalysis | MetricsStrategyAlignmentMeasurement |