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| Criterion |  Product Strategy Impact Mapping |  Product Strategy Lean Canvas |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-90 min | 45-90 min | Half day | Half day |
Participantsdifferent | 3-8 | 1-6 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Lean Canvas, Core Assumptions, Experiment Backlog | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StartupLeanAssumptionsBusiness model | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |