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| Criterion |  Product Discovery Opportunity Solution Tree |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | Half day | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 3-8 | 3-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Counter Metric List, Guardrail Definitions |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | MetricsMeasurementStrategyExperiments |