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| Criterion |  Operations ABC Analysis |  Operations Failure Mode and Effects Analysis |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | 2-6 h | 90-180 min | Half day |
Participantsdifferent | 1-5 | 3-10 | 3-6 | 3-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | FMEA Table, Risk Priority, Mitigation Actions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | PrioritizationOperationsPortfolio | RiskQualityOperationsRoot cause | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |