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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | 0.5-2 Tage | 45-90 min | 1-2 h |
Participantsdifferent | 3-6 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | Business modelStrategyValueInnovation |