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| Criterion |  Business Strategy VRIO Framework |  Business Strategy SWOT Analysis |  Product Strategy Lean Canvas |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | 30-60 min | 45-90 min | Half day |
Participantsdifferent | 3-6 | 3-12 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | SWOT matrix, Strategic options, Action list | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisMarketPositioning | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis |