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| Criterion |  Product Strategy Product Vision Board |  Business Strategy SWOT Analysis |  Facilitation Power Interest Grid |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. | 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. | 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 | Low | Low | Medium |
Timedifferent | 1-2 h | 30-60 min | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Product Vision Board, Vision Statement, Assumptions and Validation Questions | SWOT matrix, Strategic options, Action list | Power Interest Grid, Strategy per Stakeholder | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | VisionCanvasStrategyAlignment | StrategyAnalysisMarketPositioning | StakeholdersFacilitationAlignmentPlanning | StrategyMarketAnalysis |