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| Criterion |  Facilitation Dot Estimation |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 5-20 min | 45-60 min | Half day | 90-180 min |
Participantsdifferent | 3-20 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationEffortRisk | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |