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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy TOWS Matrix |  Business Strategy Business Model Canvas |  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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | 1-2 h | 1-2 h | Half day |
Participantsdifferent | 3-12 | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | TOWS Matrix, Strategic Options, Priority Actions | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tags1 shared | StrategyAnalysisMarketPositioning | StrategyAnalysisOptions | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |