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| Criterion |  Business Strategy VRIO Framework |  UX Research Customer Journey Mapping |  UX Design Service Blueprinting |  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. | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | 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 | High | High |
Timedifferent | 90-180 min | 2-4 h | 0.5-2 Tage | Half day |
Participantsdifferent | 3-6 | 4-10 | 6-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Journey Map, Pain-point List, Opportunity Backlog | Service Blueprint, Fail Points, Ownership Map | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | JourneyServiceService design | Service designOperationsJourneyBlueprint | StrategyBusiness modelDiagnosisAnalysis |