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| Criterion |  Decision Making Wideband Delphi |  Business Strategy SWOT Analysis |  Business Strategy GAP Analysis |  Business Strategy PESTLE 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. | 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. | 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. | 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 | Low | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 4-12 Experten | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | SWOT matrix, Strategic options, Action list | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationExpertsForecasting | StrategyAnalysisMarketPositioning | StrategyAnalysisPlanning | StrategyMarketAnalysis |