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| Criterion |  Decision Making Decision Tree |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-90 min | Half day | 1-3 h | 1-2 h |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | DecisionTreeOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StrategyAnalysisOptions |