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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Smoke Test |  Business Strategy PESTLE Analysis |  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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 1-5 Tage | 1-3 h | 1-5 Tage |
Participantsdifferent | 3-8 | Nutzertraffic | 2-10 | Nutzertraffic |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Value Chain Map, Lever List | Interest Metrics, Conversion Signal, Learning Note | PESTLE Map, External Risks, Strategic Questions | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandGrowth | StrategyMarketAnalysis | ValidationExperimentsDemandDiscovery |