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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 45-60 min | Half day | 1-4 Wochen |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | Experiment results, Decision log, Learning summary |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | ExperimentsGrowthAnalyticsValidation |