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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |  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. | 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. | 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 | 1-3 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 | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis |