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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Product Discovery Test Card |  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. | The Test Card turns a critical assumption into a testable claim and specifies in advance which result counts as success. | 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 | 20-35 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 | Test Card with a pre-set threshold | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ExperimentsValidationDiscoveryHypothesis | ValidationExperimentsDemandDiscovery |