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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Option Framing |  Business Strategy TOWS Matrix |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-120 min | 1-2 h | 1-2 h |
Participantsdifferent | 3-8 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | TOWS Matrix, Strategic Options, Priority Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | OptionsDecision framingStrategyComparison | StrategyAnalysisOptions | Business modelStrategyValueInnovation |