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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Impact Mapping |  Facilitation Alignment Mapping |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-2 h | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation | StrategyAnalysisPlanning |