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| Criterion |  Operations ABC Analysis |  Business Strategy VRIO Framework |  Decision Making Radar |  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 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. | 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 | Medium | High |
Timedifferent | 30-60 min | 90-180 min | 1-2 h | Half day |
Participantsdifferent | 1-5 | 3-6 | 2-10 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | VRIO Table, Strategic Actions | Radar Map, Capability Scores, Action Areas | Value Chain Map, Lever List |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyDiagnosisBusiness modelCapability | AssessmentPortfolioCapability | StrategyBusiness modelDiagnosisAnalysis |