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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Kano Model |  Innovation Design Charrette |  Product Discovery Jobs to Be Done |
|---|---|---|---|---|
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 features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-120 min | 1-2 Tage | Halber Tag bis mehrere Tage | 1-3 Wochen |
Participantsdifferent | 3-6 | 10-50 | 10-50 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Kano Matrix, Feature Classes, Priority Themes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | SatisfactionPrioritizationCustomer | BrainstormingWorkshopCollaborationIdeation | CustomerOutcomesNeeds |