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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Test Card |  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. | The Test Card turns a critical assumption into a testable claim and specifies in advance which result counts as success. | 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 | 20-35 min | Half day | 1-5 Tage |
Participantsdifferent | 2-8 | 1-5 | 3-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Test Card with a pre-set threshold | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyAnalysisPlanning | ExperimentsValidationDiscoveryHypothesis | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery |