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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Business Strategy Ansoff Matrix |  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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Ansoff Matrix, Growth Options, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | GrowthStrategyMarketPortfolio | StrategyMarketAnalysis |