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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making Decision Tree |  Business Strategy SWOT Analysis |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-90 min | 30-60 min | 2-4 h |
Participantsdifferent | 2-10 | 1-6 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Decision Tree, Option Map, Assumption List | SWOT matrix, Strategic options, Action list | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | StrategyMarketAnalysis | DecisionTreeOptions | StrategyAnalysisMarketPositioning | StrategyPositioningInnovationValue |