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| Criterion |  Business Strategy SWOT Analysis |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |  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 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. | 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. | 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 | Low | Medium |
Timedifferent | 30-60 min | 60–90 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyAnalysisMarketPositioning | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning | StrategyMarketAnalysis |