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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Product Strategy SMART Goals |  Business Strategy GAP 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. | 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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-90 min | Half day | 15-30 min | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | SMART Goal, Measurement Note, Deadline | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | GoalsPlanningMeasurementAlignment | StrategyAnalysisPlanning |