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| Criterion |  Product Discovery Kano Model |  Product Discovery Outcome-Driven Innovation |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 Tage | Mehrere Wochen | 60-120 min | 1-3 Wochen |
Participantsdifferent | 10-50 | 2-6 researchers plus sample | 3-6 | 5-12 Interviews |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | SatisfactionPrioritizationCustomer | OutcomesInnovationResearchQuantitative | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds |