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| Criterion |  Business Strategy VRIO Framework |  Product Discovery Assumption Mapping |  Product Strategy GIST Planning |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | GIST Planning helps clarify target groups, value, goals, and priorities. It links customer value, product logic, and decision priorities, and captures the result as goals, an idea bank, and a step-project list. | 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 | 90-180 min | 45-60 min | Wochen bis Monate je Goal | Half day |
Participantsdifferent | 3-6 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Assumption map, Test backlog, Risk ranking | Goals, Idea bank, Step-project list, Tasks, Learning reports | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskExperimentsValidation | RoadmapOutcomesPlanningExperiments | StrategyBusiness modelDiagnosisAnalysis |