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| Criterion |  Product Discovery Solution Interview |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |  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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | 45-60 min | 90-180 min |
Participantsdifferent | 5-10 Interviews | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking | VRIO Table, Strategic Actions |
Tagsno overlap | ValidationInterviewsPrototype | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation | StrategyDiagnosisBusiness modelCapability |