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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | Impact Map, Outcome Hypotheses, Delivery Options |
Tags1 shared | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | OutcomesStrategyBehaviorPlanning |