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| Criterion |  Business Strategy VRIO Framework |  Innovation Morphological Analysis |  Business Strategy Value Chain Analysis |  Innovation SCAMPER |
|---|---|---|---|---|
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. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 1-3 h | Half day | 30-60 min |
Participantsdifferent | 3-6 | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Morphological Box, Concept Combinations, Idea Shortlist | Value Chain Map, Lever List | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | IdeationInnovationCreativity | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationCreativityReframingInnovation |