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| Criterion |  Operations ABC Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Business Strategy GAP 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 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | Half day | 90-180 min | 1-3 h |
Participantsdifferent | 1-5 | 3-8 | 3-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisPlanning |