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| Criterion |  Product Discovery Kano Model |  Business Strategy TOWS Matrix |  Decision Making Decision Tree |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 Tage | 1-2 h | 30-90 min | 90-180 min |
Participantsdifferent | 10-50 | 3-10 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List | CoD Table, Prioritization Sequence |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyAnalysisOptions | DecisionTreeOptions | PrioritizationDeliveryEconomicsDecision |