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| Criterion |  Innovation Lean Startup |  Business Strategy Business Model Stress Test |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Medium | High |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 90-180 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Stress Test Report, Action Plan per Scenario | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | LeanStartupValidationMVP | StrategyBusiness modelRiskDiagnosis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |