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| Criterion |  Product Discovery Solution Interview |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 30-60 min je Interview | 45-60 min | Half day |
Participantsdifferent | 5-10 Interviews | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | ValidationInterviewsPrototype | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |
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