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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Product Discovery Fake Door Test |  Product Discovery Learning Card |
|---|---|---|---|---|
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. | 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. | 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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 1-3 h | 1-5 Tage | 25-40 min |
Participantsdifferent | 3-8 | 2-10 | Nutzertraffic | 1-5 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | Click Data, Interest Signal, Learning Decision | Learning Card with evidence and next action |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryLearning |