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| Criterion |  Business Strategy SWOT Analysis |  Facilitation Stakeholder Mapping |  Business Strategy PESTLE Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 60–90 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | Stakeholder Map, Engagement Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyAnalysisMarketPositioning | StakeholdersAlignmentFacilitationChange | StrategyMarketAnalysis | StakeholdersFacilitationAlignmentPlanning |