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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Product Strategy SMART Goals |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-90 min | Half day | 15-30 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 3-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | SMART Goal, Measurement Note, Deadline | KPI Tree, Owner List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | GoalsPlanningMeasurementAlignment | MetricsStrategyAlignmentMeasurement |