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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |  Product Strategy Impact 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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 1-3 h | 0.5-2 Tage | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning |