Voice of the customer training
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Lean voice of customer training on how to use voice of customer analysis to develop segments and new innovative customer solutions according to both voiced and intrinsic needs
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Voice of the customer training
- 1. Voice of the Customer How to get insight on what customers need
- 11. The 5I’s model as used by Nike… Issue How do Nike meet the wants of football players, to move their new product Mercurial Vapor? Information (barrier) The professional football players only buy into products with strong and credible profiles Insight (barrier) Football Crazies aspire to be like their footballing heroes Implication (driver) Use key opinion leaders e.g. star football players such as Thierry Henry in order to establish the product credentials Implementation Increase awareness among opinion leaders and drive trial by sampling boots first to star players then with premier league players
- 12. The secret of in-depth thinking is to never be satisfied with the first observation But why? But why? But why? But why? Insight But why? The 5-Why ladder
- 15. Based on the data, brainstorm on each I… Issue Brainstorm Based on data from customer analysis Information (barrier) Brainstorm Take one issue at a time through the remaining I’s Insight (barrier) Brainstorm Use 5-why on each issue Implication (driver) Brainstorm Implementation Brainstorm Use the 4-P’s Marketing Mix
Editor's Notes
- The Kano model helps us to understand how complex most customer needs are and that up to 2/3 rds of the Value Proposition may actually be unspoken. It relates three elements of the value proposition and their relation to customer satisfaction. Basic needs are unspoken because they are expected but if they are missing customers will be highly dissatisfied. A good example is clean sheets in a hotel. Or in the mug example that the mug does not leak. The idea for providers is that you need to take care of these basics first and foremost and ask customers really carefully about basics as they are easy (though unforgivable!) to miss. Performance features are typically the verbal or written down ‘specified’ features. They will be at the forefront of the customer’s mind and often be recorded formally in specification form. The thing to be careful of here is that your customer is using these features often to make choices between you and your competitors. The irony is that actual choices are often informed by unspoken elements. For example on face value I want an alternative to my now defective I-Pod that has had a quality problem but I-Tunes is so easy to use and is therefore an unspoken decider between two similar MP3 playing machines. For the mug example size of the mug may be a stated reason to decide on this mug or another. A mug is a good example of how aesthetics can be just as much part of the specification as any technical feature. Delighters are unspoken, like basics, but this time it is because they cannot be imagined by the customer. If we can produce innovative features that are valued but not specified these lead to high levels of delight. The example picture is a mug that self drains in the dishwasher or on the draining board…..note the best delighters add little if no cost for the producer but add greatly to the perceived value in the eyes of customers. (if your audience wants one – IKEA) The way to find these is often through direct observation of the customer using an existing product or showing you their needs. The Kano model also has big implications for regular improvement of products. i.e. seek to turn ‘this year’s performers into next year’s basics, and this year’s delighters into next year’s performers. The time arrow on the kano model denotes the ‘normalizing effect over time as delighters become expected. E.g. remote controls for electronic goods. Once delighters are now assumed as basic