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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |  Product Discovery Concierge MVP |  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. | 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 an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | 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 Wochen | 1-4 Wochen | 1-2 Tage |
Participantsdifferent | 3-6 | 5-12 Interviews | 3-10 Kunden | 10-50 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List | Concierge Learnings, Service Blueprint, MVP Risks | Kano Matrix, Feature Classes, Priority Themes |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds | MVPValidationServiceDiscovery | SatisfactionPrioritizationCustomer |