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| Criterion |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | Half day | 1-2 h | 30-60 min |
Participantsdifferent | 3-10 | 3-8 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |