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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Fake Door Test |  Business Strategy GAP Analysis |  Product Discovery MVP Test Matrix |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When several minimal variants compete to answer the same question, it makes comparing and choosing between them cleaner. It separates problem, assumption, solution, and evidence. The result is captured as a Test Matrix and a Test Plan. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-5 Tage | 1-3 h | 45-75 min |
Participantsdifferent | 3-8 | Nutzertraffic | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision | Gap Matrix, Action Plan, Risk Notes | Test Matrix, Test Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery | StrategyAnalysisPlanning | ExperimentsValidationDiscoveryOptions |