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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |  Business Strategy Business Model Canvas |  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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | High | Medium | High |
Timedifferent | 90-180 min | 0.5-2 Tage | 1-2 h | Half day |
Participantsdifferent | 3-6 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Scenario Set, Strategic Implications, Robust Options | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |