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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Fake Door Test |  Product Strategy DIBB |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 1-5 Tage | 1-2 h | 45-60 min |
Participantsdifferent | 3-8 | Nutzertraffic | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision | DIBB document, Belief list, Bet list, Learning report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskExperimentsValidation |