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
- 23. But Which Customer Is Delighted ?
Editor's Notes
- In QFD, focus on interdependence of features – more specifically interdependence of designs or implementation ideas When designing a cell phone, there are tradeoffs between battery life and device size For understanding markets, tradeoffs are important, but guide problem emphasis, not implementation approaches For software, do you make a UI more comprehensive in capability, or easier to learn how to use?
- Wikipedia says – characterize the features (inside out) instead of the needs (outside in).
- Include ‘in the context of a target market segment’
- yawn
- Include example. Talk about diminishing returns (real world curve has decreasing slope)
- This is an overview of what Kano is, and how designers / design engineers use it to frame their decisions.
- Go To Market – For a particular market segment, reality is that there are table stakes , without which, your product simply won’t be considered viable Compliance – Must meet HIPAA Privacy Requirements for a health care information product Acceptance – The user must be able to view all of his previous entries Security – Must pass XSS attack test XYZ Integration – Must integrate with SFDC (automatic call-logger for sales reps)
- Market Strategy – Your pricing and positioning will drive a strategy where, as a business, you (artificially) establish constraints that define how you choose to enter the market. Problem X – You may be targeting a particular persona in the market, for whom lacking a solution to problem X is a deal breaker. Competitor Y – You may be attacking an entrenched competitor (to win a recurring revenue stream, or market share bragging rights), and require an equivalent solution to an otherwise marginal problem, as it would prevent you from displacing an existing solution (at any price) Buyer Z – Buyers can be barriers to users (and value). You can either choose to placate them or work around them.
- Not valuable to target personas – this is where the tyranny of analysts can trip you up. Just because a problem/solution/capability has made it into the analyst’s checklist does not mean it has value to your customers. Enough Trunk Space for a Stroller -> Teenage Boy Ability To Push FriendFeed Updates -> Mortuary When this happens, you have 3 choices Invest in building these ‘irrelevant’ features – but at what opportunity cost? Convince your buyers to ignore the analyst – but can you even get the meeting if you’re horribly unaligned? Educate the analyst that there is a nuance to the market, making his pet feature irrelevant.
- Water Resistance 100m Depth-Tolerant will be boolean for a diver, irrelevant for a snorkler Can survive rain, swimming, diving (can be step-function, not always linear) Corrosion Resistance Water Salt Water Acid
- 75% 10 up 5 left
- Find better example than Dyson Vacuum cleaner. Dyson – increasing capability (more is better) decreasing attractiveness of price. Makes sense for the market segment that finds more utility in “cleans better” than “costs less”
- Resets customer expectations McDonalds and Dunkin Donuts were competing for coffee drinkers on the go. Starbucks came in with a variation of product and service that delighted customers. That lead to a change in expectations. McDonalds introduced McCafe but with speed of delivery (and combined with breakfast) for an incremental $1B Dunkin Donuts has focused on being a Starbucks-Krispy Kreme hybrid, focusing on how to be different from Starbucks, not more of the same. Meanwhile, Starbucks is considering becoming more like McDonalds in an effort to be more efficient – moving away from what gave them their brand identity.
- Goal is different personas perceive the same problem differently