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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Operations A3 Problem Solving |  Product Discovery Opportunity 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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 1-3 Wochen | 45-90 min | 60-120 min |
Participantsdifferent | 10-50 | 5-12 Interviews | 2-5 | 3-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | A3 Report, Action Plan, Root Cause Analysis | Opportunity Score Table, Top Outcomes |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | LeanProblem solvingCoachingOperations | PrioritizationDiscoveryOutcomesNeeds |