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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  Operations ABC Analysis |  Product Discovery Outcome-Driven Innovation |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | 30-60 min | Mehrere Wochen |
Participantsdifferent | 10-50 | 4-10 | 1-5 | 2-6 researchers plus sample |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | ABC Classification, Focus Rules, Control List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | PrioritizationOperationsPortfolio | OutcomesInnovationResearchQuantitative |