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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | Medium |
Timedifferent | 90-180 min | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 3-6 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy | Business modelStrategyValueInnovation |