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| Criterion |  Decision Making Wideband Delphi |  Business Strategy PESTLE Analysis |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | 1-2 h | Half day |
Participantsdifferent | 4-12 Experten | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | PESTLE Map, External Risks, Strategic Questions | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tagsno overlap | EstimationExpertsForecasting | StrategyMarketAnalysis | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |