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| Criterion |  Product Discovery Solution Interview |  Business Strategy SWOT Analysis |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 30-60 min je Interview | 30-60 min | Half day | 1-3 h |
Participantsdifferent | 5-10 Interviews | 3-12 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | SWOT matrix, Strategic options, Action list | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | ValidationInterviewsPrototype | StrategyAnalysisMarketPositioning | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |