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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Product Discovery Fake Door Test |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
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. | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 90-180 min | 1-5 Tage | 30-60 min |
Participantsdifferent | 3-8 | 3-6 | Nutzertraffic | 1-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Click Data, Interest Signal, Learning Decision | Completed Experiment Canvas, Success Metric |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryHypothesis |