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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
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. | 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 opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | Mehrere Wochen | 60-120 min |
Participantsdifferent | 10-50 | 4-10 | 2-6 researchers plus sample | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Opportunity Score Table, Top Outcomes |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | PrioritizationDiscoveryOutcomesNeeds |