The Kano Model is a theory of product development and customer satisfaction developed by Noriaki Kano. It classifies product attributes into three categories: must-be attributes which customers expect, performance attributes where more is better, and attractive/delighter attributes which provide surprise and delight. The Kano Model provides a methodology to analyze customer needs, prioritize attributes, and guide new product development strategies to meet and exceed customer expectations.
Developed foundation for an approach on “Attractive Quality Creation” commonly referred to as the “Kano Model”
Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be.
Proposed new Customer Satisfaction model (Kano Model)
Performance on product and service attributes is not equal in the eyes of the customers
Performance on certain categories attributes produces higher levels of satisfaction than others.
The Voice of the Business (VoB) vs Voice of the Customer (VoC)
What is the VoC? What does it mean for my business?
Understand exactly the drivers behind the needs and wants of your customers and learn how to measure them the Six Sigma way
Presentation on customer focus / customer satisfactioon , customer delight and customer complaints handling. In a sense, customer service attains importance within the context of customer focus. In customer focus, the company puts great emphasis on customer success and customer happiness while customer service is one of the various activities to ensure customer happiness.Make the Effort to Follow-up. Some customer service situations require a follow-up contact. ...
Use Clear Language. It's easy to fall into the trap of using unclear language. ...
Do the Time Zone Math. ...
Anticipate Hidden Needs. ...
Use the Pre-Emptive Acknowledgement. ...
Take the Thank You Letter Challenge. ...
Take Action!
10 Steps to Create a Customer-Focused Culture
Define the culture. If you want to have a customer-centric culture, think about exactly what it should look like. ...
Communicate the culture. ...
Hire the right people. ...
Train your people right. ...
5. Make the training inclusive. ...
Be an example. ...
Empower employees to succeed. ...
Give recognition.
The orientation of an organization toward serving its clients' needs. Having a customer focus is usually a strong contributor to the overall success of a business and involves ensuring that all aspects of the company put its customers' satisfaction first.
Bob Sochacki, ANX eBusiness and VP of Programs with HDIMotown discussion about Customer Satisfaction and it's importance to your Service Desk and to IT overall.
A CEO once made the case that business success is built on the millions of brief interactions between a business and its customers.
Those interactions were referred to as "Moments of Truth".
Since then, the importance of flawless customer service has become accepted across most industries.
The essential role of measurement in customer satisfaction improvement is well recognized.
However, measurement must be tied to management action to create a truly world-class customer satisfaction
Explore the bottom-line payoffs for building customer satisfaction and you'll discover elements of an effective customer satisfaction system.
Measuring and Managing Customer Satisfaction ProgramsMARY MALASZEK
The customer relationship life cycle has many touch points. Measuring satisfaction levels at all points had an immediate impact on the organization and provides strategic significance.
In this presentation, we will discuss the importance of developing and maintaining a healthy customer relationship. Understanding customer psychology, knowing what customers want and customer retention are valued as an integral part of a successful business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Delight your customers - Customer needs keep changing. Kano model is an efficient tool to understand customer needs and formulating business and product strategy to meet those needs and expectations.
Link to download the Kano analysis evaluation sheet: http://bit.ly/2ZupERu
Kano model and the practical application of it. This time we will go deeper than the surface and explore some secrets that can increase the effectiveness of Kano approach.
Developed foundation for an approach on “Attractive Quality Creation” commonly referred to as the “Kano Model”
Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be.
Proposed new Customer Satisfaction model (Kano Model)
Performance on product and service attributes is not equal in the eyes of the customers
Performance on certain categories attributes produces higher levels of satisfaction than others.
The Voice of the Business (VoB) vs Voice of the Customer (VoC)
What is the VoC? What does it mean for my business?
Understand exactly the drivers behind the needs and wants of your customers and learn how to measure them the Six Sigma way
Presentation on customer focus / customer satisfactioon , customer delight and customer complaints handling. In a sense, customer service attains importance within the context of customer focus. In customer focus, the company puts great emphasis on customer success and customer happiness while customer service is one of the various activities to ensure customer happiness.Make the Effort to Follow-up. Some customer service situations require a follow-up contact. ...
Use Clear Language. It's easy to fall into the trap of using unclear language. ...
Do the Time Zone Math. ...
Anticipate Hidden Needs. ...
Use the Pre-Emptive Acknowledgement. ...
Take the Thank You Letter Challenge. ...
Take Action!
10 Steps to Create a Customer-Focused Culture
Define the culture. If you want to have a customer-centric culture, think about exactly what it should look like. ...
Communicate the culture. ...
Hire the right people. ...
Train your people right. ...
5. Make the training inclusive. ...
Be an example. ...
Empower employees to succeed. ...
Give recognition.
The orientation of an organization toward serving its clients' needs. Having a customer focus is usually a strong contributor to the overall success of a business and involves ensuring that all aspects of the company put its customers' satisfaction first.
Bob Sochacki, ANX eBusiness and VP of Programs with HDIMotown discussion about Customer Satisfaction and it's importance to your Service Desk and to IT overall.
A CEO once made the case that business success is built on the millions of brief interactions between a business and its customers.
Those interactions were referred to as "Moments of Truth".
Since then, the importance of flawless customer service has become accepted across most industries.
The essential role of measurement in customer satisfaction improvement is well recognized.
However, measurement must be tied to management action to create a truly world-class customer satisfaction
Explore the bottom-line payoffs for building customer satisfaction and you'll discover elements of an effective customer satisfaction system.
Measuring and Managing Customer Satisfaction ProgramsMARY MALASZEK
The customer relationship life cycle has many touch points. Measuring satisfaction levels at all points had an immediate impact on the organization and provides strategic significance.
In this presentation, we will discuss the importance of developing and maintaining a healthy customer relationship. Understanding customer psychology, knowing what customers want and customer retention are valued as an integral part of a successful business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Delight your customers - Customer needs keep changing. Kano model is an efficient tool to understand customer needs and formulating business and product strategy to meet those needs and expectations.
Link to download the Kano analysis evaluation sheet: http://bit.ly/2ZupERu
Kano model and the practical application of it. This time we will go deeper than the surface and explore some secrets that can increase the effectiveness of Kano approach.
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.
Wie kombiniert man umfangreiche Prozesse wie V-Modell XT oder PRINCE2 mit agilem Vorgehen nach Scrum?
Weitere Informationen zum Arbeiten mit Prozessen in der Projektmanagement Software in-STEP BLUE finden Sie unter http://www.microtool.de/in-step-blue-projektmanagement-software/.
Status Quo Agile - Ergebnis-Highlights der Studie zu Verbreitung und Nutzen a...Ayelt Komus
Kurzvortrag zu den Highlight-Ergebnissen der Studie "Status Quo Agile" zu Verbreitung und Nutzen agiler Methoden.
Schlüsselergebnisse der Studie
• Agile Methoden werden mehrheitlich mit ‚klassischen‘ Methoden kombiniert (‚Sowohl-als-auch-Nutzung‘ oder Mischform)
• Die Nutzung agiler Methoden geht mit einer wesentlich veränderungsorientierteren Unternehmenskultur einher
• Fast ein Viertel der Anwender, die agile Methoden einsetzen, tun dies im NON-IT-Bereich
• Die Nutzung agiler Methoden hat seit 2008 einen sehr starken Aufschwung genommen
• Kanban, Extreme Programming und insb. Scrum sind die verbreitetsten agilen Methoden
• Umsteiger auf agile Methoden sehen deutliche(!) Verbesserungen bei der Erfolgsquote
• Scrum wird von durchgängig agilen Nutzern zu 100% als gut oder sehr gut bewertet.
• Die Anwender agiler Projektmanagementmethoden bewerten die von Ihnen genutzten Praktiken in allen Kriterien (Gesamtbewertung, Termintreue, Mitarbeiterzufriedenheit, …) besser als die Anwender klassischer PM-Methoden.
Dies gilt nicht nur für jedes einzelne Kriterium, sondern auch in allen direkten Vergleichen (klassisches Projektmanagement zu durchgängig agil, sowohl-als-auch-Anwendung, Mischformen)
• Nur 5% der Nutzer agiler Methoden sehen keine Verbesserungen bei Ergebnissen und Effizienz.
• Anwender agiler Methoden waren als Unternehmen im Branchenvergleich in den letzten 3 Jahren erfolgreicher als die Anwender klassischer PM-Methoden (Eigeneinschätzung)
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
PLM Open Hours - Das Potential generischer ProdukstrukturenIntelliact AG
Eine generische Struktur ist eine Referenzstruktur für ein Produkt oder eine Produktfamilie. Durch eine stetige Zunahme von Variantenvielfalt sowie Produktkomplexität in den Unternehmen, haben PLM-Anbieter die alltägliche Herausforderung erkannt und bieten neue Funktionen zum Umgang generischer Strukturen in ihren Tools. Diese OpenHours zeigt einige System-neutrale Möglichkeiten und Potentiale von generischen Strukturen auf.
Predictive analytics and models explained, how to develop them and how to apply them within a customer management framework to create measurable ROI. View the webinar video recording and download this deck: http://www.senturus.com/resources/predictive-analytics-demystified/.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Topic: Operations Management, Degree: MBA, Semester: II Syllabus: Mysore University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of operations management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
[Note: To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 30 different Design Thinking frameworks and models. (Please note that these are diagrams and charts that are to be used in your own business or classroom presentations. These are not instructional slides.)
Models/Frameworks include the following:
Five Modes of Design Thinking
The Service Design Attitude
Service Design Process
Divergent & Convergent Thinking
The Double Diamond
The Groan Zone
Business Model Canvas
Business Model Design Process
Value Proposition Canvas
Value Proposition Map
Customer Segment Profile
Three Lenses of Human-Centered Design
Persona
Customer Journey Map
Empathy Map
Design Brief
Point of View (POV)
Stakeholder Map
Context Map
Opportunity Map
Prioritization Map
Affinity Map
Ideas Evaluation Matrix
Storyboards
Prototype Evaluation Matrix
User Feedback Template
The Kano Model
Problem Solving Approaches
Five Whys
Cause & Effect Analysis
Customer Satisfaction and Customer Involvement: Customer Satisfaction: customer and customer perception of quality, feedback, using customer complaints, service quality, translating needs into requirements, customer retention, case studies.
Employee Involvement – Motivation, employee surveys, empowerment, teams, suggestion system, recognition and reward, gain sharing, performance appraisal, unions and employee involvement, case studies.
(Refer Besterfield REVISED 3RD EDITION – Chapter 3 and 4)
Kano Model What Is It and It’s Relation to Six Sigma.pptxMindCypress .
The Kano Model stands out as a powerful tool for understanding and prioritizing customer needs and preferences in quality management.
Resource: https://www.mindcypress.com/blogs/quality-management/kano-model-what-is-it-and-it-s-relation-to-six-sigma
Define, apply, and analyze the results of customer relation measures such as quality function deployment (QFD), customer
satisfaction surveys, etc.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
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LEAN: Understanding a Customer Requirements Matrix 2016College/University
Lean: Understanding a Customer Requirements Matrix provides information for users to learn key elements of a customer requirements matrix. After this lesson, participants should be able to:
Articulate the usage of a Customer Requirements Matrix
Explain how to develop a Customer Requirements Matrix
Demonstrate the development of a Customer Requirements Matrix
Give the People What They Want: An Approach to Thoughtful KM TechnologyEnterprise Knowledge
Presented by Todd Fahlberg, Knowledge Management Consultant on May 19th, 2020.
Implementing a meaningful Knowledge Management technology brings many levels of challenges, even in the most innovative, user-centric organizations. In this session, Todd Fahlberg and Madison Jaronski will share proven practices on how to approach KM Technology broken in four phases: Gathering Requirements & Defining Personas, Leveraging Data-Driven Evaluations, Combining Quantitative and Qualitative Data to Make Holistic Decisions, and Crafting an Implementation Strategy for Success & Adoption. Lastly, Todd and Madison will offer recommendations based on experiences with past and current clients how organizations can make better, people-focused decisions when it comes to Knowledge Management technology.
The presentation is an overview of dos and dont's when analyzing data and when reporting. It is presented in the Qualitative Lab which is conducted every Wednesday in LeadCap Ventures.
3. Origins of the Kano Model
Noriaki Kano
Professor at Tokyo Rika University
International Consultant
Received individual Demming Prize in 1997
4. Origins of the Kano Model
Noriaki Kano
Developed foundation for an approach on “Attractive Quality
Creation” commonly referred to as the “Kano Model”
Challenged traditional Customer Satisfaction Models that More
is better, i.e. the more you perform on each service attribute the
more satisfied the customers will be.
Proposed new Customer Satisfaction model (Kano Model)
Performance on product and service attributes is not equal in the
eyes of the customers
Performance on certain categories attributes produces higher levels
of satisfaction than others.
5. When to use the Kano Model
Project Selection
Lean Six Sigma
Design for Six Sigma
New Product Development
New Service Development
Determine Market Strategies
6. Key Elements
Identify the Voice of the Customer
Translate Voice of the Customer into
Critical to Quality Characteristics (CTQs)
Rank the CTQs into three categories:
Dissatisfier - Must be’s – Cost of Entry
Satisfier – More is better – Competitive
Delighter – Latent Need – Differentiator
Evaluate Current Performance
8. Kano Model Process
Analyze &
Analyze & Plot &
Plot &
Research
Research Strategize
Strategize
Brainstorm
Brainstorm Diagram
Diagram
•Research available •Analyze results •Develop Customer •Determine Project
data sources from data collection Requirement Matrix selection
•Determine data •Brainstorm list of •Record •Product Development
collection strategy features and Questionnaire •Service Development
•Design data functionality results in Matrix •Identify Marketing
collection •Develop Functional and Summarize Strategy
instruments and Dysfunctional •Plot results on
•Collect and Questionnaire Kano Model
summarize data •Distribute
Questionnaire
9. Research
Must Be’s - Focus Groups, Lawsuits and
Regulations, Buzz on Internet
Satisfiers - Competitive Analysis, Interviews,
Surveys, Search Logs, Usablity Testing,
Customer Forums
Delighters - Field Research,
Marketing/Branding Vision, Industrial Design,
Packaging, Call Center Data, Site Logs
10. Analyze & Brainstorm
Analyze data from available sources
Brainstorm list of features and functionality
Determine type of requirements:
Output Requirements
Service Requirements
Kano Model Requirements Survey
User Survey
“Functional form” vs. “Dysfunctional Form”
“How would you feel if the product had feature X?”
“How would you feel if the product didn’t have feature X?”
Kano Questionnaire Answers:
I like it.
I expect it.
I’m neutral.
I can tolerate it.
I dislike it.
14. Evaluation Customer Requirements
C.R. A E O R Q I Total Grade
1 3 6 14 23 O
2 5 6 11 1 23 O
3 6 1 4 1 11 23 I
4 13 10 23 E
5 11 1 2 9 23 A
Customer Requirement is:
A: Attractive R: Reverse Q: Questionable Result
E: Expected O: One Dimensional I: Indifferent
17. Strategize
Project Selection
Lean Six Sigma
Design for Six Sigma
Organizational Strategy
Dissatisfier – Must be’s – Cost of Entry
Satisfier – More is better – Competitive
Delighter – Latent Need – Differentiator
18. Application
Break into Teams
Select Team Leader
Select Scribe
Select Presenter
Scenario – You work for a Hotel chain and your company is trying to
identify Voice of the Customer information to improve Hotel
performance.
Instructions:
Brainstorm important characteristics you expect when staying at a Hotel
Identify whether they are a Must be, Expected or a Delighter from a
Business Client perspective and from a vacationer perspective
Add in what the current performance is for the Hotel
21. Summary of Kano Model
Analyze and rank the voice of the
customer data
Develop into Categories
Dissatisfier – Must be’s – Cost of Entry
Satisfier – More is better – Competitive
Delighter – Latent Need – Differentiator
Identify and implement strategy
23. References
Walder, D., (1993). Kano’s model for understanding customer-
defined quality. Center For Quality of Management Journal, 39, 65 –
69.
Jacobs, R., (1997). Evaluating customer satisfaction with media
products and services. European Media Management Journal, 32,
11 – 18.
Ungvari, S., (1999). Adding the third dimension to auqlity. Triz
Journal, 40, 31 – 35.
Sauerwein, E., Bailom, F., Matzler, K., & Hinterhuber, H. (1996).
The kano model: How to delight your customers. International
Working Seminar on Production Economics, 19, 313 - 327
Zultner, R.E. & Mazur, G. H. ( 2006). The Kano Model: Recent
Developments. The eighteenth symposium on Quality Function
Deployment.
Editor's Notes
Know the Voice of the Customer Translate the V Kano Model concept first published in an article by Kano, N., Takahshi, F & Tsuji, S. (1984). Attractive quality and must-be quality. The Journal of the Japanese Society for Quality Control, April, pp. 39-48.
Surveys Interviews Focus Groups Observations Customer Complaints
The Kano Model is a tool that can be used to prioritize the Critical to Quality characteristics, as defined by the Voice of the Customer and the three categories identified by the model are: Must Be: Whatever the quality characteristic is, it must be present, such that if it is not, the customer will go elsewhere! Performance: The better we are at meeting these needs, the happier the customer is. Delighter: Those qualities that the customer was not expecting, but received as a bonus. Link to Six Sigma: Lean Six Sigma Design for Six Sigma Model Structure The model is represented in an (x, y) graph The x-axis represents how good we are at achieving the customer’s outcome (s), or CTQ ’s. The y-axis records the customer’s level of satisfaction the customer should have, as a result of our level of achievement.
Output Requirement – Features of the final product and service delivered to the customer at the end of the process Service Requirements – More subjective ways in which customer expects to be treated and served during the process itself - How should we interact with and treat customers?
All CR are not created equal. Improving performance on a Must-be CR that is already at a satisfactory level is not productive compared with improving performance on a one dimensional or attractive CR. Insight into which CRs fall into which quality dimensions can improve one’s focus on the vital few. In general, must-be requirements must be adequately covered, the set of one dimensional requirements must be competitive, and some attractive requirements are needed for competitive differentiation.
Plot Attributes Lean - Waste Six Sigma – Defects, Variability DFSS – New Product/Service Development