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| Criterion |  Business Strategy PESTLE Analysis |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy Value Chain Analysis |  Business Strategy SWOT 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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 2-4 h | Half day | 30-60 min |
Participantsdifferent | 2-10 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tags1 shared | StrategyMarketAnalysis | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |