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| Criterion |  Product Discovery Opportunity Interview |  Product Discovery Kano Model |  Product Strategy KPI Tree |
|---|---|---|---|
Purposedifferent | 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. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 1-2 Tage | 90-180 min initial, dann laufend |
Participantsdifferent | 5-12 Interviews | 10-50 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Kano Matrix, Feature Classes, Priority Themes | KPI Tree, Owner List |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | SatisfactionPrioritizationCustomer | MetricsStrategyAlignmentMeasurement |
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