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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Riskiest Assumption Test |  Product Discovery Fake Door Test |  Product Discovery Assumption 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. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 Wochen pro Iteration | 1-5 Tage | 45-60 min |
Participantsdifferent | 3-8 | 2-6 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Prioritized Assumption List, Test Plan, Results Report | Click Data, Interest Signal, Learning Decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ExperimentsValidationDiscoveryAssumptions | ValidationExperimentsDemandDiscovery | AssumptionsRiskExperimentsValidation |