The Kano model is a framework developed in the 1980s by Professor Noriaki Kano to categorize product or service features based on their impact on customer satisfaction. It challenges the linear view of satisfaction, recognizing that different features have varying effects. The model identifies five categories: basic, performance, excitement, indifferent, and reverse features. This approach helps businesses understand the complex relationship between product attributes and customer satisfaction, enabling more strategic decision-making in product development and customer experience management.

These are fundamental features or attributes that customers expect by default. If these needs are not met, customers will be dissatisfied, but fulfilling them doesn’t necessarily lead to high satisfaction. These features are directly tied to customer satisfaction. The better the performance of these features, the higher the satisfaction. Conversely, if these features perform poorly, customer dissatisfaction increases. These are unexpected or "wow" features that can delight customers when present but don’t necessarily cause dissatisfaction if absent. They are not expected by customers but can significantly boost satisfaction when provided.

-Kano model is popular tool used in product development and customer satisfaction. -It was developed to conceptualize customer requirements. -Kano models have five features based on customer requirements- a. Basic needs-Essential features of a product or service and are expected by customers. b. Satisfiers-These features are directly impact customer satisfaction and are valued by customers. c. Delighters-These features delight customers and exceed their expectations, increase customer satisfaction and loyalty. 4. Indifferent-Features that don't care about or find neither satisfying nor dissatisfying. 5. Reverse-When added it can actually decrease customer satisfaction. -Kano model reflects impacts on customer satisfaction and loyalty

📊The Kano model works by categorizing features into categories based on how your users view them: Must-be qualities, one-dimensional qualities, attractive qualities, indifferent qualities, and reverse qualities. PMs typically prioritize the Must-be qualities early and then focus on the one-dimensional quality features. 📊Using the Kano Model, product teams pull together a list of potential new features vying for development resources and space on the roadmap. The team will then weigh these features according to two competing criteria: Their potential to satisfy customers. The investment is needed to implement them.

Le modèle Kano, également connu sous le nom de modèle d'attractivité de la qualité , été conçu pour aider les entreprises à comprendre et à classer les attributs des produits ou services en fonction de leur impact sur la satisfaction des clients. Avant l'invention du modèle, la satisfaction client était principalement évaluée de manière linéaire, cette approche ne tenait pas compte de la complexité et de la diversité des attentes des clients. Kano et son équipe ont proposé une typologie des attributs des produits, divisée en cinq catégories distinctes , les attributs de base obligatoire , les attributs de performance linéaire , les attributs attractifs , les attributs neutres et les attributs inversés.

The Kano model operates by surveying customers about their feelings towards specific features, both when present and absent. Responses are plotted on a graph with fulfillment level on the x-axis and satisfaction level on the y-axis. The resulting curve for each feature indicates its category and importance. This visual representation allows businesses to easily identify which features are must-haves, which are performance-driven, and which could potentially delight customers. By analyzing these curves, companies can prioritize their efforts and resources to maximize customer satisfaction and product success.

O modelo Kano ajuda a focar no que encanta, mas você sabe quais características estão secretamente frustrando seus clientes? A ferramenta é muito poderosa por trazer pontos de vista muito construtivos de maneira simples.

The Kano model works by plotting customer needs on a two-dimensional graph, with satisfaction on one axis and feature fulfillment on the other. Basic needs represent the minimum requirements that customers expect; if unmet, they lead to dissatisfaction. Performance needs contribute to customer satisfaction proportionally—better performance equals higher satisfaction. Excitement needs can delight customers when met but won’t cause dissatisfaction if absent. By assessing customer feedback and aligning features with these categories, organizations can better prioritize their initiatives to enhance customer satisfaction and loyalty.

Le modèle Kano utilise des courbes pour représenter la relation entre les attributs des produits et la satisfaction client. Chaque courbe correspond à une catégorie d'attributs. Pour les attributs de base la courbe est concave descendante. . Pour les attributs de performance la courbe est linéaire ascendante. Pour les attributs attractif la courbe est convexe ascendante. Pour lea attributs attractifs la courbe est convexe ascendante.Pour les attributs indifférents la courbe est horizontale. Pour les attributs inversés la courbe est convexe descendante.

-Kano model identifies product/service features. -Surveys can be used to gather customer feedback to improve features. -Plot the customer responses on a two-dimensional graph, with satisfaction on the vertical axis and functionality on the horizontal axis. -Analyze and prioritize the features based on customer satisfaction. -The shape of the curve for each feature indicates its type and its importance for customer satisfaction.

The Kano model identifies five feature types: Basic: Expected features that cause dissatisfaction when absent. Performance: Features that increase satisfaction linearly with their presence. Excitement: Unexpected features that delight customers when present. Indifferent: Features that don't affect satisfaction either way. Reverse: Features that decrease satisfaction when present. For example, in a car, brakes are basic, fuel efficiency is performance, a sunroof is excitement, seatbelt color is indifferent, and a loud engine might be reverse. Understanding these categories helps prioritize feature development and resource allocation.

Basic (Must-be) Features: Fundamental requirements that customers expect; their absence causes dissatisfaction. Performance (One-dimensional) Features: Features that increase customer satisfaction proportionally as they improve. Delighters (Attractive) Features: Unexpected features that delight customers, leading to high satisfaction when present. Indifferent Features: Features that do not significantly impact customer satisfaction whether present or not. Reverse Features: Features that may cause dissatisfaction for some customers if present

There are types of features in Kano Models 1. Basic features-These are essential features that customers expect. If they are absent, customers will be dissatisfied, but their presence doesn’t significantly increase satisfaction. 2.Satisfiers-These features cause customer satisfaction to increase in direct proportion to their functionality. These are usually tied to competitive advantage. 3.Delighters-These are unexpected features that surprise and delight customers. These can be differentiators. 4.Indifferent-These features do not significantly affect customer satisfaction, whether present or not. 5.Reverse: Some customers may dislike a feature that others appreciate.

Applying the Kano model in lean management involves: Identifying relevant product/service features Conducting Kano surveys to assess customer reactions Analyzing results and categorizing features Prioritizing features based on their category and importance Implementing features strategically Continuously monitoring and updating based on customer feedback This process aligns with lean principles by focusing on customer value, eliminating waste, and promoting continuous improvement. It helps companies concentrate on features that truly matter to customers, enhancing satisfaction while optimizing resource use.

I use the Kano Model when coaching Lean practitioners at all levels of the organisation. It is a good way to help people who wouldn't ordinarily think about customers (either internal or external) and what they are providing. In an HR environment I asked the team to list the services they provide, I trained them in the model then asked them to plot their services on the three categories. We then poled members of the organisation, asking them to plot the same services (we also asked them to suggest any that we had missed) on an other Kano chart, the customers' and the Teams' didn't match; it was a real wake-up call. Doing this at the beginning of a Lean Improvement Event sharpens team's engagement.

Gathering the Voice of the Customer is critical to focus product development efforts on features that will induce customers to purchase and recommend the product or service.

Central to Lean principles is the customer-centric approach to value creation. The Kano model serves as a valuable tool in this endeavor by helping businesses identify and categorize customer preferences. Through meticulous surveying and analysis, organizations can pinpoint which features contribute most to customer satisfaction and strategically enhance their offerings to meet evolving needs.

Corte o que não agrega, fortaleça o que encanta: use Lean e o Modelo Kano para transformar desperdício em valor real para o cliente. Imagine uma empresa de software que aplica o Lean e o Modelo Kano para decidir quais funcionalidades priorizar em seu próximo lançamento. Graças a um gráfico!

The Kano Model is a valuable tool for improving lean management practices by focusing on customer satisfaction and identifying the features or attributes that drive customer loyalty and delight. It helps prioritize product features based on their impact on customer satisfaction and can guide decisions to optimize both customer value and business efficiency. By combining the Kano model's focus on customer satisfaction with the lean management principles of minimizing waste and maximizing value, businesses can optimize both customer experience and operational efficiency. While the model has its limitations, it can still provide valuable insights when used alongside other frameworks and a continuous feedback loop.

-The Kano Model offers significant advantages when applied to lean management 1. Enhanced Customer satisfaction-The Kano Model helps to identify which features customers truly value, & satisfied. 2.Prioritization of Features-In Lean Management, this aids in allocating resources efficiently to maximize customer value. 3. Value creation-The Kano Model complements this by focusing on features that customers find valuable 4. Continuous Improvement-Supports continuous improvement by regularly reassessing customer feedback. 5. Value Differentiation-Attractive features helps businesses identify unique opportunities Challenges 1.Complexity of Data Collection 2.Shifting Customer Expectations 3.Subjective Customer Responses 4. Dynamic changing needs

Benefits: Enhanced understanding of customer needs Improved feature prioritization Better product differentiation Increased customer satisfaction and loyalty Challenges: Complex survey design and execution Subjective interpretation of results Changing customer preferences over time Resource-intensive implementation of excitement features The Kano model offers valuable insights for product development and customer satisfaction, but requires careful implementation and ongoing adaptation to remain effective in dynamic markets.

I once used the Kano model to figure out what customers really wanted, and let me tell you, it was like unlocking a treasure chest of insights. We sent out Kano surveys, asking customers about specific features, and their responses were pure gold. Some features they couldn’t care less about, while others, they couldn’t live without. It helped us stop wasting time on the fluff and focus on what really mattered. But the magic didn’t stop there. We kept the feedback loop going, constantly tweaking based on what customers said. Moral of the story: ask the right questions, listen carefully, and keep adjusting. It’s like keeping your product on a permanent caffeine high!

The Kano model's ability to differentiate products and enhance customer satisfaction in lean management is well-documented. However, its practical application requires substantial effort in designing and executing comprehensive surveys, categorizing responses accurately, and dynamically adjusting feature priorities. Achieving this balance ensures that businesses capitalize on the model's insights to deliver value and meet evolving customer expectations effectively.

The Kano model can be integrated with Agile methodologies to enhance product development. Teams can use it to form hypotheses about attractive features, validate them through user testing and prototyping, and continuously refine the product backlog. This integration allows for more efficient resource utilization and helps maintain competitiveness in evolving markets. Additionally, cultural differences and market segments may influence feature categorization, highlighting the importance of tailored approaches for different target audiences. Regular reassessment is crucial as features may shift categories over time, with excitement features potentially becoming basic expectations.

En utilisant le modèle Kano, les équipes Agile peuvent formuler des hypothèses sur les fonctionnalités qui seront perçues comme attractives par les utilisateurs. Ces hypothèses peuvent ensuite être validées par des techniques telles que les tests utilisateurs ou les prototypes, permettant ainsi d'améliorer continuellement le Product Backlog. En intégrant les principes du modèle Kano dans la gestion des Product Backlogs Agile, les équipes peuvent améliorer la satisfaction client, optimiser l'utilisation des ressources et maintenir une compétitivité sur le marché en constante évolution.