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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Product Discovery Solution Interview |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-60 min je Interview | Half day | 30-60 min je Interview | 1-2 h |
Participantsdifferent | 5-12 Interviews | 3-8 | 5-10 Interviews | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Solution Feedback, Objection List, Validation Notes | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | ValidationInterviewsPrototype | Business modelStrategyValueInnovation |