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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |  Business Strategy Value Chain Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | 0.5-2 Tage | Half day | 45-90 min |
Participantsdifferent | 3-6 | 4-12 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Scenario Set, Strategic Implications, Robust Options | Value Chain Map, Lever List | Impact Map, Outcome Hypotheses, Delivery Options |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning | StrategyBusiness modelDiagnosisAnalysis | OutcomesStrategyBehaviorPlanning |