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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy Ansoff Matrix |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. | 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 | High | Low | Low | Medium |
Timedifferent | Half day | 45-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Ansoff Matrix, Growth Options, Risk Notes | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | GrowthStrategyMarketPortfolio | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |