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| Criterion |  Business Strategy VRIO Framework |  Product Strategy KPI Tree |  Business Strategy Value Chain Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 90-180 min initial, dann laufend | Half day | 30-60 min |
Participantsdifferent | 3-6 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | KPI Tree, Owner List | Value Chain Map, Lever List | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | MetricsStrategyAlignmentMeasurement | StrategyBusiness modelDiagnosisAnalysis | MetricsMeasurementStrategyExperiments |