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| Criterion |  Product Discovery Kano Model |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 30-90 min | 30-90 min |
Participantsdifferent | 10-50 | 2-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |