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| Criterion |  Decision Making PERT Estimation |  Business Strategy Value Chain Analysis |  Business Strategy SWOT 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. | 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. | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 15-45 min | Half day | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | GrowthStrategyMarketPortfolio |