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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Business Strategy Balanced Scorecard |  Business Strategy GAP 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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | Half day | Halber Tag bis mehrere Wochen | 1-3 h |
Participantsdifferent | 3-6 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Balanced Scorecard, Strategic Measures, Initiative Map | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | StrategyMetricsExecution | StrategyAnalysisPlanning |