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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Innovation Lotus Blossom |
|---|---|---|---|
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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 90-180 min | Half day | 45-90 min |
Participantsdifferent | 3-6 | 3-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationCreativityDivergenceWorkshop |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
