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| Criterion |  Product Discovery Problem Interview |  Product Discovery Concierge MVP |  Business Strategy GAP Analysis |  Product Discovery Learning Card |
|---|---|---|---|---|
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. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | 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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-60 min je Interview | 1-4 Wochen | 1-3 h | 25-40 min |
Participantsdifferent | 5-12 Interviews | 3-10 Kunden | 2-8 | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Concierge Learnings, Service Blueprint, MVP Risks | Gap Matrix, Action Plan, Risk Notes | Learning Card with evidence and next action |
Tagsno overlap | DiscoveryInterviewsValidation | MVPValidationServiceDiscovery | StrategyAnalysisPlanning | ExperimentsValidationDiscoveryLearning |