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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |  Facilitation Stakeholder Mapping |  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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Low | High |
Timedifferent | Half day | 30-60 min | 60–90 min | Half day |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | Stakeholder Map, Engagement Plan, Risk Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | StakeholdersAlignmentFacilitationChange | StrategyBusiness modelRiskDiagnosis |