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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Mapping |  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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | Half day | 60–90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Value Chain Map, Lever List | Stakeholder Map, Engagement Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyAnalysisMarketPositioning | StrategyBusiness modelDiagnosisAnalysis | StakeholdersAlignmentFacilitationChange | StrategyMarketAnalysis |