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| Criterion |  Business Strategy PESTLE Analysis |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-3 h | 45-60 min | Half day |
Participantsdifferent | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | StrategyMarketAnalysis | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |
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