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| Criterion |  Business Strategy VRIO Framework |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 90-180 min | 30-60 min | 2-6 h | Half day |
Participantsdifferent | 3-6 | 1-6 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis |