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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Decision Making Pareto Analysis |  Decision Making Eisenhower Matrix |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Tage | 1-3 Wochen | 30-60 min | 15-30 min |
Participantsdifferent | 10-50 | 5-12 Interviews | 1-6 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | Pareto Chart, Top Causes, Focus List | Eisenhower Matrix, Action List, Delegation Notes |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | PrioritizationQualityFocusRoot cause | PrioritizationFocusTasks |