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| Criterion |  Business Strategy VRIO Framework |  Architecture Risk Storming |  Growth A/B Testing |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 | Low | High | High |
Timedifferent | 90-180 min | 60-90 min | 1-4 Wochen | Half day |
Participantsdifferent | 3-6 | 4-12 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Annotated Diagram, Prioritized Risk List, Action Backlog | Experiment results, Decision log, Learning summary | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | RiskArchitectureWorkshopValidation | ExperimentsGrowthAnalyticsValidation | StrategyBusiness modelDiagnosisAnalysis |