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| Criterion |  Product Strategy Lean Canvas |  Business Strategy PESTLE Analysis |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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. | 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 | 45-90 min | 1-3 h | 1-2 h | Half day |
Participantsdifferent | 1-6 | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | PESTLE Map, External Risks, Strategic Questions | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StrategyMarketAnalysis | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |