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| Criterion |  Business Strategy TOWS Matrix |  Facilitation Power Interest Grid |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 30-60 min | Half day | 1-3 h |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Power Interest Grid, Strategy per Stakeholder | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyAnalysisOptions | StakeholdersFacilitationAlignmentPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |