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| Criterion |  Product Discovery Kano Model |  Business Strategy SWOT Analysis |  Operations ABC Analysis |  Business Strategy GAP 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 Tage | 30-60 min | 30-60 min | 1-3 h |
Participantsdifferent | 10-50 | 3-12 | 1-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | SWOT matrix, Strategic options, Action list | ABC Classification, Focus Rules, Control List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisMarketPositioning | PrioritizationOperationsPortfolio | StrategyAnalysisPlanning |