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| Criterion |  Business Strategy SWOT Analysis |  Product Strategy Lean Canvas |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 45-90 min | 1-3 h | Half day |
Participantsdifferent | 3-12 | 1-6 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | Lean Canvas, Core Assumptions, Experiment Backlog | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisMarketPositioning | StartupLeanAssumptionsBusiness model | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis |