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| Criterion |  Product Discovery Pretotyping |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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 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. | 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 | Low | Medium | Medium | High |
Timedifferent | Stunden bis wenige Tage | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 1-4 | 3-6 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List |
Tagsno overlap | ValidationDemandMVP | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis |