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| Criterion |  Business Strategy VRIO Framework |  Innovation Lean Startup |  Business Strategy Value Chain Analysis |  Product Strategy Lean 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 90-180 min | Wochen bis Monate je Lernzyklus | Half day | 45-90 min |
Participantsdifferent | 3-6 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | LeanStartupValidationMVP | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model |