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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Product Discovery Outcome-Driven Innovation |  Product Discovery Jobs to Be Done |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 Tage | 30-60 min | Mehrere Wochen | 1-3 Wochen |
Participantsdifferent | 10-50 | 1-5 | 2-6 researchers plus sample | 5-12 Interviews |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | OutcomesInnovationResearchQuantitative | CustomerOutcomesNeeds |