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| Criterion |  Business Strategy PESTLE Analysis |  Growth Hooked Model |  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 Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. | 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 | Multiple workshops over several weeks | Half day | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Hooked loop, Trigger map, Reward design, Ethics check | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | GrowthBehaviorRetention | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |