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| Criterion |  Business Strategy VRIO Framework |  Product Discovery Opportunity Solution Tree |  Product Discovery Opportunity Interview |  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 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 1-2 h Setup, laufend | 30-60 min je Interview | 1-2 h |
Participantsdifferent | 3-6 | 2-6 | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Opportunity Solution Tree, Experiment Backlog, Learning Log | Interview Notes, Opportunity Themes, Customer Quotes | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | DiscoveryOutcomesExperimentsOpportunity | DiscoveryInterviewsOpportunityCustomer | Business modelStrategyValueInnovation |