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| Criterion |  Facilitation Dot Estimation |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 5-20 min | 1-3 h | Half day | 30-60 min |
Participantsdifferent | 3-20 | 2-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tagsno overlap | EstimationEffortRisk | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |