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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Innovation Starbursting |  Innovation Brainstorming |
|---|---|---|---|---|
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. | Helps clarify ideas, open questions, and testable next steps in concrete terms. It opens the thinking space, collects ideas, and leads to testable options. The result is captured as a star-shaped question map, question list, and assumption list. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 90-180 min | Half day | 30-60 min | 30-60 min |
Participantsdifferent | 3-6 | 3-8 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Star-Shaped Question Map, Question List, Assumption List | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationWorkshopDiscovery | BrainstormingIdeationCreativityWorkshopDivergence |