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| Criterion |  Business Strategy PESTLE Analysis |  Systems Thinking Intervention Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | High | Low |
Timedifferent | 1-3 h | 1-5 Tage | Half day | 30-60 min |
Participantsdifferent | 2-10 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |