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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Trade-off Analysis |  Business Strategy GAP Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Gap Matrix, Action Plan, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | TradeoffsDecisionCriteriaOptions | StrategyAnalysisPlanning | DecisionCriteriaScoringTradeoffs |