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| Criterion |  Business Strategy Scenario Planning |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |  Business Strategy GAP 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. | 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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 0.5-2 Tage | 1-3 h | Half day | 1-3 h |
Participantsdifferent | 4-12 | 2-10 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | StrategyUncertaintyPlanning | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |