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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Innovation Lean Startup |  Business Strategy 5-Minuten VC-Check |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 Tage | 30-60 min | Wochen bis Monate je Lernzyklus | 5-15 min |
Participantsdifferent | 10-50 | 1-5 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | LeanStartupValidationMVP | StartupValidationCompetition |