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| Criterion |  Product Discovery Kano Model |  UX Research Card Sorting |  Innovation Lean Startup |  Product Discovery Pretotyping |
|---|---|---|---|---|
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. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 Tage | 20-45 min | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage |
Participantsdifferent | 10-50 | Based on research question | 2-8 | 1-4 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Content groups, Label set, IA hypotheses | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision |
Tagsno overlap | SatisfactionPrioritizationCustomer | Information architectureNavigationStructure | LeanStartupValidationMVP | ValidationDemandMVP |