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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Problem Interview |  Product Discovery Concierge MVP |  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 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. | 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 | 1-4 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 5-12 Interviews | 3-10 Kunden | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Evidence, Risk Notes, Customer Segments | Concierge Learnings, Service Blueprint, MVP Risks | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | DiscoveryInterviewsValidation | MVPValidationServiceDiscovery | OutcomesStrategyBehaviorPlanning |