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| Criterion |  Operations ABC Analysis |  Business Strategy Value Chain Analysis |  Business Strategy Ansoff Matrix |  Business Strategy SWOT 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. | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | Half day | 45-90 min | 30-60 min |
Participantsdifferent | 1-5 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Value Chain Map, Lever List | Ansoff Matrix, Growth Options, Risk Notes | SWOT matrix, Strategic options, Action list |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyBusiness modelDiagnosisAnalysis | GrowthStrategyMarketPortfolio | StrategyAnalysisMarketPositioning |