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| Criterion |  Product Discovery Problem Interview |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
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. | 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. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-60 min je Interview | 90-180 min | Half day | 30-60 min |
Participantsdifferent | 5-12 Interviews | 3-6 | 3-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Completed Experiment Canvas, Success Metric |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ExperimentsValidationDiscoveryHypothesis |