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| Criterion |  Decision Making Wideband Delphi |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 h or multiple rounds | Half day | 90-180 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-8 | 3-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ForecastingExpertsDecisionStrategy |