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| Criterion |  Decision Making PERT Estimation |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | 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. | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 15-45 min | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 1-8 | 2-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis | GrowthStrategyMarketPortfolio |