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| Criterion |  Knowledge Modeling Knowledge Mapping |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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. | 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 | Medium | High | Medium | Low |
Timedifferent | 1-3 h | Half day | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list |
Tagsno overlap | KnowledgeMappingRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning |