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| Criterion |  Product Discovery Solution Interview |  Innovation Design Thinking |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | High | Medium | High |
Timedifferent | 30-60 min je Interview | 1 Tag bis mehrere Wochen | 90-180 min | Half day |
Participantsdifferent | 5-10 Interviews | 4-10 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Problem Statement, Prototype, Test Learnings | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ValidationInterviewsPrototype | InnovationPrototypeResearch | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |