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