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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 90-180 min | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 3-6 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |