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| Criterion |  Business Strategy SWOT Analysis |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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 | Low | High | Medium |
Timedifferent | 30-60 min | 45-90 min | Half day | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyAnalysisMarketPositioning | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis | StrategyMarketAnalysis |