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| Criterion |  Product Discovery Kano Model |  Product Discovery Problem Interview |  Innovation Design Thinking |  Product Discovery Opportunity Interview |
|---|---|---|---|---|
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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 Tage | 30-60 min je Interview | 1 Tag bis mehrere Wochen | 30-60 min je Interview |
Participantsdifferent | 10-50 | 5-12 Interviews | 4-10 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Evidence, Risk Notes, Customer Segments | Problem Statement, Prototype, Test Learnings | Interview Notes, Opportunity Themes, Customer Quotes |
Tagsno overlap | SatisfactionPrioritizationCustomer | DiscoveryInterviewsValidation | InnovationPrototypeResearch | DiscoveryInterviewsOpportunityCustomer |