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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making Option Framing |  Decision Making Constraint 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low |
Timedifferent | 1-3 h | 45-120 min | 30-90 min | 30-60 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | OptionsDecision framingStrategyComparison | ConstraintsDecisionPlanningOptions | StrategyAnalysisMarketPositioning |