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| Criterion |  Operations ABC Analysis |  Business Strategy VRIO Framework |  Decision Making Radar |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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 capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 90-180 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-5 | 3-6 | 2-10 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | VRIO Table, Strategic Actions | Radar Map, Capability Scores, Action Areas | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyDiagnosisBusiness modelCapability | AssessmentPortfolioCapability | GrowthStrategyMarketPortfolio |