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| Criterion |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | Half day | 1-2 h | 1-2 h |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | Business modelStrategyValueInnovation |