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| Criterion |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h | 2-4 h | 1-2 h |
Participantsdifferent | 1-6 | 3-10 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions | Strategy Canvas, Value Curve, ERRC Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | DecisionTreeOptions | StrategyAnalysisOptions | StrategyPositioningInnovationValue | Business modelStrategyValueInnovation |