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| Criterion |  Decision Making Option Framing |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-120 min | 1-2 h | Half day | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions |
Tags1 shared | OptionsDecision framingStrategyComparison | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions |