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