View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy VRIO Framework |  Business Strategy GAP Analysis |  Operations 5 Whys |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | 15-30 min | Half day |
Participantsdifferent | 3-6 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Gap Matrix, Action Plan, Risk Notes | Root cause notes, Countermeasures | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisPlanning | Root causeIncidentLeanProblem solving | StrategyBusiness modelDiagnosisAnalysis |