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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Design Thinking |  UX Research Personas |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When target groups stay too vague and teams talk about the same people differently, personas create a shared, solid picture of usage. Condensed profiles make needs, contexts, and differences tangible enough for decisions. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 Wochen | 1-2 Tage | 1 Tag bis mehrere Wochen | 1-3 Tage |
Participantsdifferent | 5-12 Interviews | 10-50 | 4-10 | Internes Team |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | Persona Profiles, Needs Summary, Scenario Notes |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | ResearchCustomerSynthesis |