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| Criterion |  Business Strategy VRIO Framework |  Decision Making Wideband Delphi |  Product Strategy DIBB |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 90-180 min | 1-4 h or multiple rounds | 1-2 h | Half day |
Participantsdifferent | 3-6 | 4-12 Experten | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Estimate Range, Assumption Log, Expert Consensus Notes | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationExpertsForecasting | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis |