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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  Business Strategy PESTLE Analysis |  Business Strategy SWOT 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 1-2 h | 1-3 h | 30-60 min |
Participantsdifferent | 3-8 | 2-8 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning |