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| Criterion |  Product Discovery Solution Interview |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | 30-60 min je Interview | Half day | 90-180 min |
Participantsdifferent | 5-10 Interviews | 5-12 Interviews | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | ValidationInterviewsPrototype | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |