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| Criterion |  Product Discovery Opportunity Scoring |  Business Strategy GAP Analysis |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |
|---|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-120 min | 1-3 h | 1-3 Wochen | 1-2 Tage |
Participantsdifferent | 3-6 | 2-8 | 5-12 Interviews | 10-50 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Gap Matrix, Action Plan, Risk Notes | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | StrategyAnalysisPlanning | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer |