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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Impact Mapping |  Product Discovery Outcome-Driven Innovation |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | High | Medium |
Timedifferent | Half day | 45-90 min | Mehrere Wochen | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 2-6 researchers plus sample | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Impact Map, Outcome Hypotheses, Delivery Options | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | OutcomesStrategyBehaviorPlanning | OutcomesInnovationResearchQuantitative | StrategyDiagnosisBusiness modelCapability |