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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Business Strategy Blue Ocean Strategy Canvas |  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 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. | 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. | 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 | 45-90 min | 2-4 h | Half day |
Participantsdifferent | 3-6 | 1-6 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis |