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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Product Discovery Experiment Canvas |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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. | 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 experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min | Half day | 30-60 min | 1-5 Tage |
Participantsdifferent | 3-6 | 3-8 | 1-5 | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Completed Experiment Canvas, Success Metric | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ExperimentsValidationDiscoveryHypothesis | ValidationExperimentsDemandDiscovery |