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| Criterion |  Product Discovery Kano Model |  Innovation Lean Startup |  Product Discovery Pretotyping |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 Tage | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage | 45-90 min |
Participantsdifferent | 10-50 | 2-8 | 1-4 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanStartupValidationMVP | ValidationDemandMVP | StartupLeanAssumptionsBusiness model |