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