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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Smoke Test |  Business Strategy Value Chain Analysis |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 1-5 Tage | Half day | 1-5 Tage |
Participantsdifferent | 2-8 | Nutzertraffic | 3-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Interest Metrics, Conversion Signal, Learning Note | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyAnalysisPlanning | ValidationExperimentsDemandGrowth | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery |