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| Criterion |  Business Strategy VRIO Framework |  Product Strategy SMART Goals |  Product Strategy OKRs |  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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 | Low | Medium | High |
Timedifferent | 90-180 min | 15-30 min | 1-2 h Setup | Half day |
Participantsdifferent | 3-6 | 1-8 | 2-20 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement | StrategyBusiness modelDiagnosisAnalysis |