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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Opportunity Interview |  Business Strategy PESTLE 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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min je Interview | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 5-12 Interviews | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Interview Notes, Opportunity Themes, Customer Quotes | PESTLE Map, External Risks, Strategic Questions | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | DiscoveryInterviewsOpportunityCustomer | StrategyMarketAnalysis | OutcomesStrategyBehaviorPlanning |