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| Criterion |  Decision Making Decision Tree |  Business Strategy Value Chain Analysis |  Business Strategy SWOT 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. | 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. | 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 | Low | Medium |
Timedifferent | 30-90 min | Half day | 30-60 min | 1-2 h |
Participantsdifferent | 1-6 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | DecisionTreeOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | StrategyAnalysisOptions |