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| Criterion |  Product Discovery Problem Interview |  Product Discovery Solution Interview |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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 | Medium | Medium | High |
Timedifferent | 30-60 min je Interview | 30-60 min je Interview | 90-180 min | Half day |
Participantsdifferent | 5-12 Interviews | 5-10 Interviews | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Solution Feedback, Objection List, Validation Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | DiscoveryInterviewsValidation | ValidationInterviewsPrototype | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |