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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  Business Strategy PESTLE 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | Half day | 1-2 h | 1-3 h |
Participantsdifferent | 3-6 | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | StrategyMarketAnalysis |