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| Criterion |  Product Discovery Kano Model |  Business Strategy GAP Analysis |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 Tage | 1-3 h | 45-90 min | 30-90 min |
Participantsdifferent | 10-50 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Gap Matrix, Action Plan, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisPlanning | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions |