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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Product Discovery Concierge MVP |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-60 min je Interview | Half day | 1-4 Wochen | 90-180 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 3-10 Kunden | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Concierge Learnings, Service Blueprint, MVP Risks | VRIO Table, Strategic Actions |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | MVPValidationServiceDiscovery | StrategyDiagnosisBusiness modelCapability |