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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | Medium | Medium |
Timedifferent | 30-60 min | Half day | 90-180 min | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 3-6 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Value Chain Map, Lever List | VRIO Table, Strategic Actions | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyAnalysisMarketPositioning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | StrategyMarketAnalysis |