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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Opportunity Scoring |  Knowledge Modeling Knowledge Mapping |  Product Discovery Kano Model |
|---|---|---|---|---|
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 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 Wochen | 60-120 min | 1-3 h | 1-2 Tage |
Participantsdifferent | 5-12 Interviews | 3-6 | 3-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Opportunity Score Table, Top Outcomes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Kano Matrix, Feature Classes, Priority Themes |
Tagsno overlap | CustomerOutcomesNeeds | PrioritizationDiscoveryOutcomesNeeds | KnowledgeMappingRisk | SatisfactionPrioritizationCustomer |