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| Criterion |  Decision Making Wideband Delphi |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  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. | 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 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 | Medium | High | High |
Timedifferent | 1-4 h or multiple rounds | 90-180 min | Half day | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-6 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy |