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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Fake Door Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-3 h | 1-5 Tage | Half day |
Participantsdifferent | 2-8 | Nutzertraffic | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Click Data, Interest Signal, Learning Decision | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | ValidationExperimentsDemandDiscovery | StrategyBusiness modelDiagnosisAnalysis |
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