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| Criterion |  Business Strategy Value Chain Analysis |  Operations ABC Analysis |  Decision Making Pareto Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | Half day | 30-60 min | 30-60 min | Half day |
Participantsdifferent | 3-8 | 1-5 | 1-6 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause | StrategyBusiness modelRiskDiagnosis |