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| Criterion |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 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. | 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. | 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 | 1-2 h | Half day |
Participantsdifferent | 1-6 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tags1 shared | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |