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Selected:Value Chain AnalysisARID (Active Reviews for Intermediate Designs)SWOT AnalysisPESTLE Analysis
| Criterion |  Business Strategy Value Chain Analysis |  Architecture ARID (Active Reviews for Intermediate Designs) |  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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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 | Medium | Low | Medium |
Timedifferent | Half day | 2–4 h review as a planning range; preparation and evaluation additional | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | Designers, developers as users, and facilitation | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ArchitectureEngineeringFeedbackValidationTasks | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |