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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Product Discovery Solution Interview |  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. | 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. | 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 | High | Medium | Medium |
Timedifferent | 30-60 min je Interview | Half day | 30-60 min je Interview | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 3-8 | 5-10 Interviews | 3-10 Kunden |
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 | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | ValidationInterviewsPrototype | MVPValidationServiceDiscovery |