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| Criterion |  Product Strategy Lean Canvas |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 1-2 h | Half day | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Salience Diagram, Strategy per Class |
Tagsno overlap | StartupLeanAssumptionsBusiness model | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance |