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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Salience Model |  Business Strategy Business Model Stress Test |
|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Medium | High |
Timedifferent | Half day | 60-90 min | Half day |
Participantsdifferent | 3-8 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Salience Diagram, Strategy per Class | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance | StrategyBusiness modelRiskDiagnosis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
