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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Business Strategy SWOT Analysis |  Business Strategy PESTLE 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 90-180 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 3-6 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |