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| Criterion |  Product Strategy Lean Canvas |  Business Strategy GAP Analysis |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 1-2 h | Half day |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Gap Matrix, Action Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StrategyAnalysisPlanning | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis |