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| Criterion |  Product Discovery Problem Interview |  Product Discovery Solution Interview |  Business Strategy Value Chain Analysis |  Product Discovery Concierge MVP |
|---|---|---|---|---|
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 a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | 30-60 min je Interview | Half day | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 5-10 Interviews | 3-8 | 3-10 Kunden |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Solution Feedback, Objection List, Validation Notes | Value Chain Map, Lever List | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | DiscoveryInterviewsValidation | ValidationInterviewsPrototype | StrategyBusiness modelDiagnosisAnalysis | MVPValidationServiceDiscovery |