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| Criterion |  Product Discovery Kano Model |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 Tage | 0.5-2 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 10-50 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Scenario Set, Strategic Implications, Robust Options | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyUncertaintyPlanning | StrategyAnalysisPlanning | StrategyMarketAnalysis |