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| Criterion |  Product Discovery Assumption Mapping |  Growth A/B Testing |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. | 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 | High | Medium | High |
Timedifferent | 45-60 min | 1-4 Wochen | 90-180 min | Half day |
Participantsdifferent | 2-8 | 1-6 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |