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| Criterion |  Business Strategy Scenario Planning |  Business Strategy TOWS Matrix |  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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | 1-2 h | Half day | 1-3 h |
Participantsdifferent | 4-12 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | StrategyUncertaintyPlanning | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |