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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | Half day | 90-180 min | 30-60 min |
Participantsdifferent | 3-8 | 3-8 | 3-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Counter Metric List, Guardrail Definitions |
Tagsno overlap | FlowMeasurementConstraints | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | MetricsMeasurementStrategyExperiments |