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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Pretotyping |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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 | Medium | Low | High | Medium |
Timedifferent | 1-3 h | Stunden bis wenige Tage | Half day | 90-180 min |
Participantsdifferent | 2-8 | 1-4 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyAnalysisPlanning | ValidationDemandMVP | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |