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| Criterion |  Product Discovery Kano Model |  Business Strategy GAP Analysis |  Decision Making Decision Matrix |  Product Strategy RICE 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. | 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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 45-90 min | 60-90 min |
Participantsdifferent | 10-50 | 2-8 | 2-8 | 2-10 |
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 | RICE Scores, Ranked List, Assumption Log |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisPlanning | DecisionCriteriaScoringTradeoffs | PrioritizationScoringRoadmapTradeoffs |