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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Decision Making OODA Loop |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium | Low |
Timedifferent | Half day | 1-3 h | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 3-8 | 2-10 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | Situation Assessment, Decision Loop, Action Updates | SWOT matrix, Strategic options, Action list |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | DecisionChangeLearningStrategy | StrategyAnalysisMarketPositioning |