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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |  Product Strategy Impact Mapping |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | 45-90 min | 1-2 Tage |
Participantsdifferent | 3-6 | 5-12 Interviews | 3-8 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List | Impact Map, Outcome Hypotheses, Delivery Options | Kano Matrix, Feature Classes, Priority Themes |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds | OutcomesStrategyBehaviorPlanning | SatisfactionPrioritizationCustomer |