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| Criterion |  Business Strategy VRIO Framework |  Business Strategy GAP Analysis |  Product Strategy KPI Tree |  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. | 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. | 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 | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 3-6 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Gap Matrix, Action Plan, Risk Notes | KPI Tree, Owner List | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisPlanning | MetricsStrategyAlignmentMeasurement | StrategyBusiness modelDiagnosisAnalysis |