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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Business Model Canvas |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 1-2 h | 1-3 h | Half day |
Participantsdifferent | 2-8 | 2-8 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List |
Tags1 shared | StrategyAnalysisPlanning | Business modelStrategyValueInnovation | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis |