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| Criterion |  Product Strategy Lean Canvas |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-2 h | 90-180 min | 1-2 h |
Participantsdifferent | 1-6 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis |