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Kano - a quick intro
 

Kano - a quick intro

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This came out for day 16 of RMA Consulting's UX Advent Calendar of 2010....

This came out for day 16 of RMA Consulting's UX Advent Calendar of 2010.

A quick introduction to Kano for User Experience / Design folk. Can be used for Agile as well. It allows you to classify different levels of innovation within a product or service. There are some simple questions you can use to classify certain features e.g. for an Agile project.

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  • Thanks for the slides. Found it useful.
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  • the model is good one......especially with diagram........
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    Kano - a quick intro Kano - a quick intro Presentation Transcript

    • Kano Managing innovation through classi cation of needs Jason Mesut - Head of User Experience
    • Kano A technique for classifying customer needs and determining appropriate levels of innovation for products and services
    • Created in the 1980's by Professor Noriaki Kano, it's main objective is to help teams uncover, classify, and integrate 3 categories of Customer Needs and Attributes into the Products or Services they are developing. 
    • It’s also being used in Agile methodologies for prioritising requirements
    • Based on three core tenets
    • Value attracts customers
    • Quality keeps customers and builds loyalty
    • Innovation is necessary to differentiate and compete in the market
    • Kano is based on 3 core types of need: Basic, Performance and Excitement
    • Basic Attributes / needs that are expected, assumed, given. The hygiene factors.
    • Kano model Very satis ed Delighted Executed Executed very poorly or not well at all Basic Satisfying basic needs merely minimises dissatisfaction. Absence or poor execution leads to greater dissatisfaction. Very dissatis ed Disgusted
    • Basic Absence of these will cause dissatisfaction, but no amount of execution quality will cause positive satisfaction, it will only minimise dissatisfaction.
    • Basic Toilet rolls in a hotel room. Zero toilet rolls = unhappy customer. Three extra toilet rolls = not unhappy, but not happy customer.
    • Basic Car door hits curb when opened causes major dissatisfaction. Car door missing the curb causes no dissatisfaction, but not positive satisfaction.
    • Basic Customers/ users will rarely state these, so you have to observe or analyse other products or services in depth to get to what they are
    • Performance Attributes / needs that are consciously evaluated by the customer and at top of their minds when purchasing
    • Kano model Very satis ed Delighted Performance Performance needs yield a proportional satisfaction for an investment in execution quality Executed Executed very poorly or not well at all Very dissatis ed Disgusted
    • Performance Satisfaction is proportional to the way in which these are executed, starting from dissatisfaction due to slow, poor, or absent execution through to high satisfaction due to quick, powerful or exquisite execution.
    • Performance These are possibly the easiest to ascertain from users or customers as they are often ‘stated’ needs, so will come up in surveys, focus groups etc.
    • Performance Miles per gallon: more = greater satisfaction Waiting time in an airport: less time = greater satisfaction
    • Excitement Attributes / qualities that deliver “buzz”. The wows, differentiators, innovations, unique selling/value propositions
    • Kano model Excitement Very satis ed Excitement needs Delighted delight when present but no dissatisfaction when not Executed Executed very poorly or not well at all Very dissatis ed Disgusted
    • Excitement Presence of these will delight customers/users and increase their satisfaction, but absence of them will not dissatisfy.
    • Excitement Internet access on a plane or tube is not expected and so will not upset if not present, but will delight if it is.
    • Excitement A pillow menu at Penny Hill Park Spa for RMA Xmas party is not expected but is a rare delight.
    • Excitement These are harder to come up with, and really require an understanding of ‘latent need’ which can only really be understood through observation or incredible genius intuition
    • Kano model Excitement Very satis ed Excitement needs Delighted delight when present but no dissatisfaction when not Performance Performance needs yield a proportional satisfaction for an investment in execution quality Executed Executed very poorly or not well at all Basic Satisfying basic needs merely minimises dissatisfaction. Absence or poor execution leads to greater dissatisfaction. Very dissatis ed Disgusted
    • Over time, excitement needs become performance needs, and then basic needs.
    • The innovations of tomorrow, will become the hygiene factors of yesterday.
    • Kano model Very satis ed Delighted Excitement Performance Executed Executed very poorly or not well at all Basic Very dissatis ed Disgusted
    • There are tools that help you classify, by asking some simple questions
    • Kano survey tool I  re-­‐found  this  special  survey  tool  that  does  Kano  analysis  on  requirements  for  you. A  basic  (i.e.  Not  very  well  done)  version  here   h?p://www.kanosurvey.com/?id=395    <h?p://www.kanosurvey.com/?id=395>  
    • Kano h?p://www.youtube.com/watch?v=0v3qHFv4Zbo Some  useful  links h?p://blogs.msdn.com/b/noahc/archive/2006/10/20/removing-­‐dissaSsfies-­‐kano-­‐analysis-­‐a-­‐ decision-­‐making-­‐tool.aspx h?p://www.agile-­‐ux.com/tag/kano-­‐model/ h?p://it.toolbox.com/wiki/index.php/Kano_Analysis h?p://en.wikipedia.org/wiki/Kano_model