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| Criterion |  Product Discovery Kano Model |  Business Strategy GAP Analysis |  Product Strategy RICE Scoring |  Product Strategy ICE 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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 Tage | 1-3 h | 60-90 min | 30-60 min |
Participantsdifferent | 10-50 | 2-8 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Gap Matrix, Action Plan, Risk Notes | RICE Scores, Ranked List, Assumption Log | ICE Table, Top Idea List |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisPlanning | PrioritizationScoringRoadmapTradeoffs | PrioritizationScoringGrowthDecision |