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| Criterion |  Product Discovery Pretotyping |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. | 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | Stunden bis wenige Tage | 45-90 min | Half day | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis | LeanStartupValidationMVP |