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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Decision Matrix |  Business Strategy GAP Analysis |  Decision Making Trade-off 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-3 h | 45-120 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Decision Matrix, Scoring Rationale, Selected Option | Gap Matrix, Action Plan, Risk Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionCriteriaScoringTradeoffs | StrategyAnalysisPlanning | TradeoffsDecisionCriteriaOptions |