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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  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. | 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. | 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 | High | Medium |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | 1-3 Wochen |
Participantsdifferent | 10-50 | 4-10 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | CustomerOutcomesNeeds |
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