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| Criterion |  Decision Making Option Framing |  Business Strategy SWOT Analysis |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-120 min | 30-60 min | Half day | 1-3 h |
Participantsdifferent | 3-8 | 3-12 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | SWOT matrix, Strategic options, Action list | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | OptionsDecision framingStrategyComparison | StrategyAnalysisMarketPositioning | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |