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| Criterion |  Knowledge Modeling Knowledge Mapping |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-2 h | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | KnowledgeMappingRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | Business modelStrategyValueInnovation |