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| Criterion |  Business Strategy Value Chain Analysis |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | 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 | High | High | Low | Medium |
Timedifferent | Half day | 2-6 h | 30-60 min | 90-180 min |
Participantsdifferent | 3-8 | 3-10 | 1-6 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause | StrategyDiagnosisBusiness modelCapability |