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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Problem Interview |  Product Discovery Test Card |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | The Test Card turns a critical assumption into a testable claim and specifies in advance which result counts as success. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 30-60 min je Interview | 20-35 min | 1-5 Tage |
Participantsdifferent | 3-8 | 5-12 Interviews | 1-5 | Nutzertraffic |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Value Chain Map, Lever List | Problem Evidence, Risk Notes, Customer Segments | Test Card with a pre-set threshold | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DiscoveryInterviewsValidation | ExperimentsValidationDiscoveryHypothesis | ValidationExperimentsDemandDiscovery |