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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Product Discovery Opportunity Solution Tree |
|---|---|---|---|
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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | Half day | 90-180 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | DiscoveryOutcomesExperimentsOpportunity |
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