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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Concierge MVP |  Product Discovery Problem Interview |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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 an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-4 Wochen | 30-60 min je Interview | 90-180 min |
Participantsdifferent | 3-8 | 3-10 Kunden | 5-12 Interviews | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Concierge Learnings, Service Blueprint, MVP Risks | Problem Evidence, Risk Notes, Customer Segments | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | MVPValidationServiceDiscovery | DiscoveryInterviewsValidation | StrategyDiagnosisBusiness modelCapability |