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| Criterion |  Knowledge Modeling Concept Mapping |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 1-8 | 1-6 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |