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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Opportunity Interview |  Product Discovery Problem Interview |  Product Discovery Concierge MVP |
|---|---|---|---|---|
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. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min je Interview | 30-60 min je Interview | 1-4 Wochen |
Participantsdifferent | 2-8 | 5-12 Interviews | 5-12 Interviews | 3-10 Kunden |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Interview Notes, Opportunity Themes, Customer Quotes | Problem Evidence, Risk Notes, Customer Segments | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | StrategyAnalysisPlanning | DiscoveryInterviewsOpportunityCustomer | DiscoveryInterviewsValidation | MVPValidationServiceDiscovery |