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| Criterion |  Business Strategy VRIO Framework |  Innovation Design Thinking |  Business Strategy Blue Ocean Strategy 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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 | High | Medium | High |
Timedifferent | 90-180 min | 1 Tag bis mehrere Wochen | 2-4 h | Half day |
Participantsdifferent | 3-6 | 4-10 | 3-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Problem Statement, Prototype, Test Learnings | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | InnovationPrototypeResearch | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis |