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| Criterion |  Business Strategy VRIO Framework |  UX Design Service Blueprinting |  Business Strategy Value Chain Analysis |  UX Research Customer Journey 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. | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | 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 user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | 0.5-2 Tage | Half day | 2-4 h |
Participantsdifferent | 3-6 | 6-12 | 3-8 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Service Blueprint, Fail Points, Ownership Map | Value Chain Map, Lever List | Journey Map, Pain-point List, Opportunity Backlog |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Service designOperationsJourneyBlueprint | StrategyBusiness modelDiagnosisAnalysis | JourneyServiceService design |