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| Criterion |  Business Strategy SWOT Analysis |  Agile Affinity Estimation |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | 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 tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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. | 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 | Medium | High | Medium |
Timedifferent | 30-60 min | 30-90 min | Half day | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Affinity Size Map, Grouped Estimates, Unclear Items | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyAnalysisMarketPositioning | EstimationBacklogRelative sizing | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |