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| Criterion |  Business Strategy Scenario Planning |  Facilitation Dot Estimation |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Low | High | High |
Timedifferent | 0.5-2 Tage | 5-20 min | Half day | Half day |
Participantsdifferent | 4-12 | 3-20 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Effort Heatmap, Risk Signals, Discussion Targets | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationEffortRisk | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |