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| Criterion |  Innovation Lean Startup |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 90-180 min | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | LeanStartupValidationMVP | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |