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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |  Product Discovery Fake Door Test |  Business Strategy Business Model Stress 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 30-60 min | 1-5 Tage | Half day |
Participantsdifferent | 3-8 | 3-12 | Nutzertraffic | 3-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | Click Data, Interest Signal, Learning Decision | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | ValidationExperimentsDemandDiscovery | StrategyBusiness modelRiskDiagnosis |