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| Criterion |  Product Discovery Kano Model |  Business Strategy GAP Analysis |  Product Discovery Jobs to Be Done |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 1-3 Wochen | 45-90 min |
Participantsdifferent | 10-50 | 2-8 | 5-12 Interviews | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Gap Matrix, Action Plan, Risk Notes | Job Stories, Outcome Statements, Opportunity List | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisPlanning | CustomerOutcomesNeeds | OutcomesStrategyBehaviorPlanning |