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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Blue Ocean Strategy Canvas |  Product Strategy Lean Canvas |  Product Strategy DIBB |
|---|---|---|---|---|
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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-6 | 3-10 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Strategy Canvas, Value Curve, ERRC Actions | Lean Canvas, Core Assumptions, Experiment Backlog | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyPositioningInnovationValue | StartupLeanAssumptionsBusiness model | StrategyDecisionAssumptionsHypothesis |