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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | High | High |
Timedifferent | 0.5-2 Tage | 45-90 min | Half day | Half day |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tags1 shared | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |