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| Criterion |  Business Strategy VRIO Framework |  Product Discovery Opportunity Interview |  Product Discovery Opportunity Solution Tree |  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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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 | 30-60 min je Interview | 1-2 h Setup, laufend | Half day |
Participantsdifferent | 3-6 | 5-12 Interviews | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Interview Notes, Opportunity Themes, Customer Quotes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | DiscoveryInterviewsOpportunityCustomer | DiscoveryOutcomesExperimentsOpportunity | StrategyBusiness modelDiagnosisAnalysis |