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| Criterion |  Business Strategy VRIO Framework |  Decision Making Pareto Analysis |  Business Strategy Value Chain Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
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. | 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 method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 90-180 min | 30-60 min | Half day | 15-90 min daily |
Participantsdifferent | 3-6 | 1-6 | 3-8 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | VRIO Table, Strategic Actions | Pareto Chart, Top Causes, Focus List | Value Chain Map, Lever List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | PrioritizationQualityFocusRoot cause | StrategyBusiness modelDiagnosisAnalysis | PrioritizationProductivityFocusExecution |