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Kano Analysis.20090923

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Product Management View (PMV) webinar on Kano Analysis for Product Managers. See how Kano can be used for product management and market-insight, not just feature-definition.

You can view or listen to a recording of the webinar at http://grandview.rymatech.com/pmv/webinars/2009/09/kano-analysis.php

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Kano Analysis.20090923

  1. 1. KANO ANALYSIS <ul><li>Product Management View </li></ul><ul><li>2009-09-23 </li></ul><ul><li>Scott Sehlhorst, Tyner Blain </li></ul>
  2. 2. Audio and Video <ul><li>The (flash) video and (mp3) audio of the PMV seminar can be found at http://grandview.rymatech.com/pmv/webinars/2009/09/kano-analysis.php </li></ul><ul><li>Check it out, and check out the other webinars that PMV has done! </li></ul><ul><li>Now back to your regularly scheduled presentation. </li></ul>
  3. 3. About the Author <ul><li>Founded Tyner Blain 2005 </li></ul><ul><li>agile Product Manager / Product Owner </li></ul><ul><li>12 Years in Software </li></ul><ul><ul><li>Product / Program Management / Ownership </li></ul></ul><ul><ul><li>Business Architecture / Analysis </li></ul></ul><ul><ul><li>Technical Consulting & Consulting Mgmt </li></ul></ul><ul><ul><li>Developer, Architect, Pre-sales </li></ul></ul><ul><li>8 Years as an Electromechanical Design Engineer </li></ul><ul><li>BSME Carnegie Mellon 1990 (yes, I’m old) </li></ul><ul><li>@sehlhorst on Twitter </li></ul>
  4. 4. Agenda <ul><li>Kano’s Roots </li></ul><ul><ul><li>Where Kano Started </li></ul></ul><ul><ul><li>How Kano Works </li></ul></ul><ul><li>Kano for Product Managers </li></ul><ul><ul><li>How We Can Use Kano </li></ul></ul>
  5. 5. Why Does Kano Exist? <ul><li>Professor Noriaki Kano Developed the Model </li></ul><ul><li>Created As Framework to Analyze Features </li></ul><ul><ul><li>Insights Into Customer Satisfaction </li></ul></ul><ul><ul><li>Make Informed Design Decisions (Tradeoffs) </li></ul></ul>
  6. 6. Intro to Kano <ul><li>A Model for Classification </li></ul><ul><ul><li>Must Be / Must Not Be </li></ul></ul><ul><ul><li>Indifference </li></ul></ul><ul><ul><li>More Is Better </li></ul></ul><ul><ul><li>Customer Delight </li></ul></ul>
  7. 7. Must Be <ul><li>Threshold Capability </li></ul><ul><li>Table Stakes </li></ul>
  8. 8. Indifference <ul><li>Nonplussed </li></ul>
  9. 9. More Is Better <ul><li>Marginal Utility </li></ul>
  10. 10. Customer Delight <ul><li>Exciters </li></ul>
  11. 11. Kano Model <ul><li>Must Be </li></ul><ul><li>Indifference </li></ul><ul><li>More Is Better </li></ul><ul><li>Customer Delight </li></ul>
  12. 12. Kano for Product Management <ul><li>A Feature Focus is Backwards </li></ul><ul><li>… But Kano Can Be Used to Understand your Market Problems </li></ul>
  13. 13. How Product Managers Can Use Kano <ul><li>Apply it To Understanding Market Needs </li></ul><ul><ul><li>How do Personas Perceive Problems? </li></ul></ul><ul><ul><li>How is Your Competition Engaging? </li></ul></ul>
  14. 14. Must Be <ul><li>External Forces </li></ul><ul><li>Boolean Criteria for Go-To-Market </li></ul><ul><ul><li>Compliance W/ Regulations, Laws, Policies </li></ul></ul><ul><ul><li>Acceptance Criteria </li></ul></ul><ul><ul><li>Security </li></ul></ul><ul><ul><li>Integration W/ Other Applications </li></ul></ul>
  15. 15. Must Be <ul><li>Internal Choices </li></ul><ul><li>Market Strategy </li></ul><ul><ul><li>Must Provide Solution to Problem X </li></ul></ul><ul><ul><li>Must Match Capability of Competitor Y </li></ul></ul><ul><ul><li>Must Satisfy Buyer Perception Z </li></ul></ul>
  16. 16. Indifference <ul><li>Solutions to Non-Valuable Problems </li></ul><ul><ul><li>Might Be Valuable to Someone, </li></ul></ul><ul><ul><li>Just Not Your Target Personas </li></ul></ul><ul><li>May Be Innovative, But Also Irrelevant </li></ul>
  17. 17. More Is Better <ul><li>Cell Phone Talk Time </li></ul><ul><li>More Relevant Search Results </li></ul><ul><li>Fuel Efficiency </li></ul>
  18. 18. Realistic More Is Better <ul><li>Diminishing Returns </li></ul><ul><ul><li>More More Is Less Better </li></ul></ul>
  19. 19. Extreme More Is Better <ul><li>Incremental Improvement Until Tipping Point </li></ul><ul><ul><li>Enough More Redefines Market </li></ul></ul>
  20. 20. Extreme More Is Better <ul><li>Extremely Favorable (Low) Pricing </li></ul><ul><ul><li>Market Disrupting </li></ul></ul><ul><li>Normal Pricing </li></ul><ul><ul><li>More favorable pricing is Better </li></ul></ul><ul><li>Extremely Unfavorable (High) Pricing </li></ul><ul><ul><li>Must (Not) Be For A Given Market </li></ul></ul>
  21. 21. Customer Delight <ul><li>Disrupts the Market. </li></ul><ul><ul><li>“ Creates” and Solves A “New” Problem </li></ul></ul><ul><li>McDonalds & Dunkin Donuts – Just Coffee </li></ul><ul><li>Starbucks – Premium Experience </li></ul><ul><li>McCafe – Premium Experience & Speed </li></ul><ul><li>Dunkin Donuts – Creating Starbucks / Krispy Kreme Hybrid </li></ul><ul><li>Starbucks – Considering Mimicking McDonalds </li></ul>
  22. 22. Customer Delight <ul><li>Blue Ocean Hook – Find An Unsolved Problem and Delight Customers With Solution </li></ul>
  23. 23. But Which Customer Is Delighted ?
  24. 24. Customer Delight Disrupts the Market <ul><li>Amazon Kindle </li></ul><ul><ul><li>‘ On Demand’ Ordering </li></ul></ul><ul><ul><li>Read on Many Devices </li></ul></ul><ul><li>Customer Delight Opportunities for Amazon </li></ul><ul><li>Became Must Be Problems for their Competition </li></ul>
  25. 25. Market Strategy <ul><li>Understand Your Personas (User and Buyer) </li></ul><ul><ul><li>Who Cares About This Problem? </li></ul></ul><ul><ul><li>How Do They View This Problem? </li></ul></ul><ul><li>Understand Your Competitors </li></ul><ul><ul><li>How Do Their Solutions Compare? </li></ul></ul><ul><ul><li>How Should We Approach This Problem? </li></ul></ul><ul><li>Market Disruption </li></ul><ul><ul><li>Where are Customer Delight Opportunities? </li></ul></ul>
  26. 26. Recipe for Using Kano <ul><li>Create ‘Blue Ocean’ Map of What Target Personas Care About </li></ul><ul><li>Classify Those Problems </li></ul><ul><li>Plot Competitive Offering </li></ul><ul><li>Plot Your Current Solution </li></ul><ul><li>Identify Desired Plot (Strategy, Priority) </li></ul><ul><li>Gaps Inform Product Roadmap </li></ul>
  27. 27. Thanks Very Much! <ul><li>Any Questions? </li></ul><ul><li>Scott Sehlhorst, Tyner Blain </li></ul><ul><li>http://tynerblain.com/blog/ </li></ul><ul><li>@sehlhorst </li></ul>
  28. 28. References <ul><li>Where Kano Came From </li></ul><ul><li>http://en.wikipedia.org/wiki/Kano_model </li></ul><ul><li>http://www.isixsigma.com/dictionary/Kano_Analysis-263.htm </li></ul><ul><li>Kano and Prioritization </li></ul><ul><li>http://tynerblain.com/blog/2006/02/27/prioritizing-software-requirements-kano-take-two/ </li></ul><ul><li>http://www.pragmaticmarketing.com/publications/magazine/4/3/0605ss </li></ul><ul><li>http://tynerblain.com/blog/2006/04/06/epicenter-software-design-37signals-applies-kano/ </li></ul><ul><li>What’s Up with Starbucks, McDonalds, and Dunkin Donuts </li></ul><ul><li>http://www.forbes.com/2007/02/26/starbucks-dunkin-donuts-biz-cx_tvr_0227starbucks.html </li></ul><ul><li>http://findarticles.com/p/articles/mi_m3190/is_3_42/ai_n24238073/ </li></ul>

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