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| Criterion |  Engineering Fault Isolation |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 30-180 min | 30-60 min | 1-3 h | Half day |
Participantsdifferent | 1-6 | 3-12 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List |
Tagsno overlap | TroubleshootingDiagnosisEngineering | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis |