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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Decision Making Option Framing |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | Half day | 45-120 min | 1-2 h |
Participantsdifferent | 3-6 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | TOWS Matrix, Strategic Options, Priority Actions |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | OptionsDecision framingStrategyComparison | StrategyAnalysisOptions |