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| Criterion |  Product Discovery Solution Interview |  Product Discovery Concierge MVP |  Business Strategy Value Chain Analysis |  Product Discovery Problem Interview |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | 1-4 Wochen | Half day | 30-60 min je Interview |
Participantsdifferent | 5-10 Interviews | 3-10 Kunden | 3-8 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Concierge Learnings, Service Blueprint, MVP Risks | Value Chain Map, Lever List | Problem Evidence, Risk Notes, Customer Segments |
Tagsno overlap | ValidationInterviewsPrototype | MVPValidationServiceDiscovery | StrategyBusiness modelDiagnosisAnalysis | DiscoveryInterviewsValidation |