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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Kano Model |  Business Strategy SWOT Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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 features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-2 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 10-50 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Kano Matrix, Feature Classes, Priority Themes | SWOT matrix, Strategic options, Action list | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | SatisfactionPrioritizationCustomer | StrategyAnalysisMarketPositioning | OutcomesStrategyBehaviorPlanning |