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| Criterion |  Decision Making PERT Estimation |  Business Strategy Ansoff Matrix |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | 15-45 min | 45-90 min | Half day | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ansoff Matrix, Growth Options, Risk Notes | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationUncertaintyRisk | GrowthStrategyMarketPortfolio | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |