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| Criterion |  Business Strategy VRIO Framework |  Business Strategy GAP Analysis |  Innovation Design Charrette |  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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | 1-3 h | Halber Tag bis mehrere Tage | Half day |
Participantsdifferent | 3-6 | 2-8 | 10-50 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Gap Matrix, Action Plan, Risk Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisPlanning | BrainstormingWorkshopCollaborationIdeation | StrategyBusiness modelDiagnosisAnalysis |