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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Product Discovery Fake Door Test |  Product Discovery Learning Card |
|---|---|---|---|---|
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 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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min | Half day | 1-5 Tage | 25-40 min |
Participantsdifferent | 3-6 | 3-8 | Nutzertraffic | 1-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision | Learning Card with evidence and next action |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryLearning |