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| Criterion |  Product Discovery Problem Interview |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-60 min je Interview | Half day | Half day | 45-60 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |