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| Criterion |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy SWOT Analysis |  Decision Making Assumption Surfacing |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 30-60 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Canvas, Value Curve, ERRC Actions | SWOT matrix, Strategic options, Action list | Assumption List, Critical Assumptions, Learning Plan | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyPositioningInnovationValue | StrategyAnalysisMarketPositioning | AssumptionsRiskDecisionDiscovery | StrategyMarketAnalysis |