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| Criterion |  Growth Growth Experiment |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | When growth ideas surface quickly, the temptation to build immediately instead of learning is high. A Growth Experiment frames an assumption so target group, lever, and measurement are clear before the first deployment. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 Wochen | Half day | 30-60 min | 1-3 h |
Participantsdifferent | 1-6 | 3-8 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Experiment card, Result summary, Next bet | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | MarketingGrowthExperimentsLearning | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |