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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Innovation SCAMPER |  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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Low |
Timedifferent | 90-180 min | Half day | 30-60 min | 45-90 min |
Participantsdifferent | 3-6 | 3-8 | 2-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | SCAMPER Idea List, Concept Shortlist, Variation Notes | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityDivergenceWorkshop |