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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Product Strategy DIBB |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 45-90 min | 1-2 h | 1-2 h |
Participantsdifferent | 3-6 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | DIBB document, Belief list, Bet list, Learning report | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | StrategyDecisionAssumptionsHypothesis | Business modelStrategyValueInnovation |