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| Criterion |  Operations ABC Analysis |  Business Strategy VRIO Framework |  Operations Fishbone Diagram |  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. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Medium | Low | High |
Timedifferent | 30-60 min | 90-180 min | 30-60 min | Half day |
Participantsdifferent | 1-5 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | VRIO Table, Strategic Actions | Fishbone Diagram, Cause Categories, Investigation Backlog | Value Chain Map, Lever List |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyDiagnosisBusiness modelCapability | Root causeQualityOperations | StrategyBusiness modelDiagnosisAnalysis |