The solution starts with the awareness of the fundamental difference between the Customer Needs and the Product Requirements

1. Know-WHY, Know – WHAT
Cheshire Puss” she [Alice] began, “would you please tell me which way I
ought to go from here?”
“That depends on where you want to get,” said the cat.
Lewis Carroll
The above seems obvious for all companies that put a product or service into the
market.
In general, the “place to be” and the way to get there, are laid down in the Vision and
Mission statement of the company and as a follow on, the company is striving to roll
out the strategy throughout all layers of the company. This is the foundation for all
decision taking.
The reality however shows a different picture. Failure rate of new products depends
on the type of product, but rates of 1 out of 10 products being successful, being
profitable and survive the first two years after introduction are not uncommon.
Do you recognize the following symptoms?
• No product differentiators, me too products.
• Competing on price only
• Extended development process, due to unclear or changing requirements

2. • Market dictated re-designs
• Incoherent product portfolio
• Disconnect between product portfolio and marketing message. No clearly
defined (focus) market segments.
• Efficiency loss through not-aligned company layers
• Unclear company profile or market positioning.
Among the most important reasons why products fail we find:
• Products or services fail to meet and exceed the expectations of the customer
or of competing products.
• The positioning and targeting (segmentation analysis) is poorly defined and
communicated.
• Insufficient awareness of the product in the market as a consequence of the
disconnect between the development side and the marketing/sales side.
The solution starts with the awareness of the fundamental difference
between the Customer Needs and the Product Requirements
(Draeger DRP Handbook).
The “Know Why” section refers to the customer needs. The “Know
What” touches the Product specification part.
The “Know What” part is in general well covered by Six Sigma or proprietary
processes. They are well defined, documented, implemented and trained.
The customer part however is at best, supported by: sloppy VOC (Voice of Customer),
fuzzy front end, “Sales” is saying and my best customer says. Most often the loudest
voice wins. It results in scattered, random, subjective, not qualified, and incomplete
information. It is missing company focus, budget and qualified methodologies.
It is still a puzzle why investment in time and money for redesigns is an accepted
practice, while companies are hesitating to invest in the quality of the front-end
process.
The impact on company image and reputation is apparently accepted as “collateral
damage”

3. Quality Function Deployment (QFD) offers are structured approach and proven tools
to address in an integrated way the key elements in the front end process: VOC,
Strategy deployment throughout the company and Product Development.
QFD includes participation of all layers within the company, ensures alignment and
buy in of all disciplines: Marketing, Sales, Engineering and Development aligned, no
surprises.
As such QFD is a valuable addition to the product oriented processes already in place,
but essential in designing in the Voice of the Customer and increasing the chance on
success in the marketplace.
Written by:
John Smit, Program director QFD Europe
To learn more about using QFD and VoC as best practices in your organization please visit us
at www.qfdeurope.com.