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| Criterion |  Growth Golden Circle |  Product Strategy Impact Mapping |  Facilitation Stakeholder Salience Model |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 1-8 | 3-8 | 3-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Impact Map, Outcome Hypotheses, Delivery Options | Salience Diagram, Strategy per Class | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | MarketingPositioningCommunication | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentGovernance | CommunicationStakeholdersDeliveryPlanning |