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| Criterion |  Operations ABC Analysis |  Business Strategy Three Horizons |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | Halbtags-Workshop, dann iterativ | Half day | 90-180 min |
Participantsdifferent | 1-5 | 3-12 | 3-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyInnovationPortfolioForesight | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |