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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Assumption Mapping |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | 1-3 h | 45-60 min | 90-180 min | Half day |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption map, Test backlog, Risk ranking | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskExperimentsValidation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |