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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | 45-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | 1-6 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog | Ansoff Matrix, Growth Options, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model | GrowthStrategyMarketPortfolio | StrategyMarketAnalysis |