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| Criterion |  Business Strategy PESTLE Analysis |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Business Strategy Value Chain 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 45-90 min | Half day |
Participantsdifferent | 2-10 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List |
Tagsno overlap | StrategyMarketAnalysis | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis |