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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making Decision Tree |  Decision Making Constraint 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low |
Timedifferent | 1-3 h | 30-90 min | 30-90 min | 30-60 min |
Participantsdifferent | 2-10 | 1-6 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | StrategyAnalysisMarketPositioning |