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| Criterion |  Decision Making Wideband Delphi |  Business Strategy VRIO Framework |  Product Strategy DIBB |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | Low | High |
Timedifferent | 1-4 h or multiple rounds | 90-180 min | 1-2 h | Half day |
Participantsdifferent | 4-12 Experten | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List |
Tagsno overlap | EstimationExpertsForecasting | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis |