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| Criterion |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |  Product Discovery Outcome-Driven Innovation |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | 1-3 h | Mehrere Wochen | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 2-6 researchers plus sample | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | StrategyAnalysisPlanning | OutcomesInnovationResearchQuantitative | StrategyAnalysisMarketPositioning |