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| Criterion |  Operations ABC Analysis |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | Half day | 1-3 h | 30-60 min |
Participantsdifferent | 1-5 | 3-8 | 2-10 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning |