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| Criterion |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-2 h | Half day | 60-90 min |
Participantsdifferent | 3-10 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance |
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