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| Criterion |  Decision Making PERT Estimation |  Business Strategy SWOT Analysis |  Business Strategy VRIO Framework |  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. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | Medium | Medium |
Timedifferent | 15-45 min | 30-60 min | 90-180 min | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 3-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationUncertaintyRisk | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability | StrategyMarketAnalysis |