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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Brainstorming |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 Wochen | 1-2 Tage | 30-60 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Idea pool, Theme clusters, Shortlist | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | BrainstormingIdeationCreativityWorkshopDivergence | PrioritizationDiscoveryOutcomesNeeds |