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| Criterion |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 60-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 3-6 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |