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| Criterion |  Product Discovery Kano Model |  Innovation Lean Startup |  UX Research Tree Testing |  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. | When a navigation exists but search paths still fail, tree testing checks findability without visual distraction. The method shows whether labels, levels, and paths really lead to the intended destination. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | Wochen bis Monate je Lernzyklus | 1-2 Tage | 45-90 min |
Participantsdifferent | 10-50 | 2-8 | Based on research question | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Findability Metrics, Path Analysis, Revised IA | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanStartupValidationMVP | Information architectureNavigationFindability | StartupLeanAssumptionsBusiness model |