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| Criterion |  UX Research Customer Journey Mapping |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 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 stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 2-4 h | Half day | 60-90 min | 30-60 min |
Participantsdifferent | 4-10 | 3-8 | 3-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Journey Map, Pain-point List, Opportunity Backlog | Value Chain Map, Lever List | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | JourneyServiceService design | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |