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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Innovation Design Thinking |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | Half day | 1 Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 3-6 | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Problem Statement, Prototype, Test Learnings | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | InnovationPrototypeResearch | Business modelStrategyValueInnovation |