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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 1-2 h | 60–90 min | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |