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| Criterion |  Business Strategy Value Chain Analysis |  Operations ABC Analysis |  Business Strategy VRIO Framework |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 30-60 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-8 | 1-5 | 3-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | ABC Classification, Focus Rules, Control List | VRIO Table, Strategic Actions | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | PrioritizationOperationsPortfolio | StrategyDiagnosisBusiness modelCapability | GrowthStrategyMarketPortfolio |