| 01 | Porter's Five Forces | 90.3 |
| 02 | SWOT Analysis | 52.2 |
| 03 | Cost Leadership | 51.1 |
| 04 | Differentiation | 46.2 |
| 05 | Blue Ocean Strategy | 42.4 |
| 06 | Porter’s Generic Strategies | 42.3 |
| 07 | Value Chain Analysis | 32.5 |
| 08 | Competitive Advantage | 30.0 |
| 09 | Focus | 28.7 |
| 10 | Disruptive Innovation | 27.4 |
| 11 | Balanced Scorecard | 23.1 |
| 12 | Strategic Fit / Alignment | 22.7 |
| 13 | Resource-Based View (RBV) | 22.3 |
| 14 | PESTEL analysis | 20.7 |
| 15 | the experience curve | 18.6 |
| 16 | McKinsey 7S Framework | 17.7 |
| 17 | Core Competencies | 17.7 |
| 18 | VRIO Framework | 17.4 |
| 19 | Objectives and Key Results (OKRs) | 16.5 |
| 20 | Differentiation vs. Cost Leadership | 16.3 |
| 21 | choosing what not to do | 16.1 |
| 22 | Walmart | 15.6 |
| 23 | IKEA | 14.7 |
| 24 | Network Effects | 14.4 |
| 25 | Economies of scale | 14.2 |
| 26 | Ryanair | 14.1 |
| 27 | Economies of Scope | 14.0 |
| 28 | Product-Market Fit | 13.8 |
| 29 | game theory | 13.5 |
| 30 | Positioning | 13.2 |