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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  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. | 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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 30-60 min | 1-2 h | Half day | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tags2 shared | StrategyAnalysisMarketPositioning | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |