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| Criterion |  Business Strategy VRIO Framework |  Business Strategy PESTLE Analysis |  Facilitation Power Interest Grid |  Business Strategy GAP 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 1-3 h | 30-60 min | 1-3 h |
Participantsdifferent | 3-6 | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | PESTLE Map, External Risks, Strategic Questions | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyMarketAnalysis | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |