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| Criterion |  Decision Making Decision Tree |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  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. | 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. | 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 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-90 min | Half day | 1-2 h | 1-2 h |
Participantsdifferent | 1-6 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | DecisionTreeOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | Business modelStrategyValueInnovation |