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| Criterion |  Operations Bottleneck Analysis |  Product Strategy KPI Tree |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | Half day | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | KPI Tree, Owner List | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | FlowMeasurementConstraints | MetricsStrategyAlignmentMeasurement | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |