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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min | Half day | 15-30 min | 1-2 h Setup |
Participantsdifferent | 3-6 | 3-8 | 1-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |