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| Criterion |  Product Strategy Impact Mapping |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. | 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 | 45-90 min | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 3-8 | 3-6 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis |