0 évaluation0% ont trouvé ce document utile (0 vote)
45 vues47 pages
Kano's model of satisfaction aims to determine which attributes of products and / or services can be used to obtain a high level of Customer Satisfaction. Kano pointed out that not all product / service attributes have same role in satisfying customer needs. Basic attributes / dissatisfiers / must-have Minimum required features that must be present in the product or service. Performance on certain categories attributes produces higher levels of satisfaction than others.
Kano's model of satisfaction aims to determine which attributes of products and / or services can be used to obtain a high level of Customer Satisfaction. Kano pointed out that not all product / service attributes have same role in satisfying customer needs. Basic attributes / dissatisfiers / must-have Minimum required features that must be present in the product or service. Performance on certain categories attributes produces higher levels of satisfaction than others.
Kano's model of satisfaction aims to determine which attributes of products and / or services can be used to obtain a high level of Customer Satisfaction. Kano pointed out that not all product / service attributes have same role in satisfying customer needs. Basic attributes / dissatisfiers / must-have Minimum required features that must be present in the product or service. Performance on certain categories attributes produces higher levels of satisfaction than others.
A. Nitipan Ratanasawadwat Assumption University of Thailand
Origins of the Kano Model Noriaki Kano Professor at Tokyo Rika University International Consultant Received individual Demming Prize in 1997
Introduction Product/service quality is main antecedent of customer satisfaction (Cronin & Taylor 1992; Anderson & Sullivan 1993; Brady et al. 2002) Important to find out how each attribute performance impacts on satisfaction Prof. Kano pointed out that not all product/service attributes have same role in satisfying customer needs Origins of the Kano Model 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
Origins of the Kano Model 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
Introduction Separate among satisfaction, dissatisfaction and delight since factors that dissatisfy and that delight are often different (Rust, Zahorik & Keiningham 1994) Ex. If a customer approaches an ATM then finds it to be out of cash, the customer will likely be dissatisfied, but it is unlikely that finding an ATM stocked with cash would satisfy or delight the customer Kanos Model of Satisfaction Technique use to determine which influence the attributes of products and/or services have on customer satisfaction (Kano et al. 1984) Kanos Model of Satisfaction Which products and services can be used to obtain a high level of customer satisfaction? Which product features have a more than proportional influence on satisfaction Which attributes are an absolute must in the eyes of the customer? Kanos Model of Satisfaction Product/service attributes can be classified into three groups 1. Basic attributes/dissatisfiers/Must-have 2. Performance/one-dimensional attributes 3. Exciting attributes/satisfiers/Attractive Basic Attributes/Dissatisfiers Minimum required features that customer naturally expect from a product/service Not able to elicit satisfaction but can produce dissatisfaction when not fulfilled ex. Punctually and safety of airline Performance/One-dimensional Attributes Produce both satisfaction dissatisfaction depending on performance levels satisfaction is proportional to the level of fulfillment of these attributes ex. Gasoline consumption of a car; lower consumption leads to higher customer satisfaction Exciting Attributes/Satisfiers Produce satisfaction when delivered but cause no dissatisfaction if not delivered High performance on these has a greater impact on overall satisfaction rather than low performance ex. (unexpected) promotional offers Three-Factor Theory Typical Research Framework Kanos Model Process 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 bes Cost of Entry Satisfier More is better Competitive Delighter Latent Need Differentiator Evaluate Current Performance
Kano Model Delighters Excited Quality Dissatisfier Must-be Expected Quality Didnt know I wanted it but I like it. Cannot increase my satisfaction, but can decrease. Dissatisfaction Satisfaction Service Performance Service Performance Satisfier One Dimensional Desired Quality Kano Model Procedure Analyze & Brainstorm Research Plot & Diagram Strategize Research available data sources Determine data collection strategy Design data collection instruments Collect and summarize data Analyze results from data collection Brainstorm list of features and functionality Develop Functional and Dysfunctional Questionnaire Distribute Questionnaire
Develop Customer Requirement Matrix Record Questionnaire results in Matrix and Summarize Plot results on Kano Model Determine Project selection Product Development Service Development Identify Marketing Strategy
1. Research Must Bes - 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
2. 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 didnt have feature X? Kano Questionnaire Answers: I like it. I expect it. Im neutral. I can tolerate it. I dislike it.
Example: Requirements Survey Example: Requirements Questionnaire Functional vs. Dysfunctional Comparison Functional vs. Dysfunctional Comparison Basic Attribute Functional vs. Dysfunctional Comparison Performance Attribute Functional vs. Dysfunctional Comparison Exciting Attribute 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 3. Plot & Diagram Delighters Attractive Excited Quality Dissatisfier Must Be Expected Quality Satisfier One Dimensional Desired Quality Dissatisfaction Satisfaction Service Performance Service Performance Kano Model & QFD 4. Strategize Project Selection Lean Six Sigma Design for Six Sigma Organizational Strategy Dissatisfier Must bes Cost of Entry Satisfier More is better Competitive Delighter Latent Need Differentiator
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
Example Results Debrief Analysis Strategy Recommendations Summary of Kano Model Analyze and rank the voice of the customer data Develop into Categories Dissatisfier Must bes Cost of Entry Satisfier More is better Competitive Delighter Latent Need Differentiator Identify and implement strategy Questions? References Walder,D.,(1993).Kanosmodelforunderstanding customer-definedquality.CenterForQualityof ManagementJournal,39,6569. Jacobs,R.,(1997).Evaluatingcustomersatisfactionwith mediaproductsandservices.EuropeanMediaManagement Journal,32,1118. Ungvari,S.,(1999).Addingthethirddimensiontoauqlity. TrizJournal,40,3135. Sauerwein,E.,Bailom,F.,Matzler,K.,&Hinterhuber,H. (1996).Thekanomodel:Howtodelightyourcustomers. InternationalWorkingSeminaronProductionEconomics, 19,313-327 Zultner,R.E.&Mazur,G.H.(2006).TheKanoModel: RecentDevelopments.Theeighteenthsymposiumon QualityFunctionDeployment. 36 Dimensions of Quality Performance Reliability Convenience and Accessibility Features Empathy Conformance to Standards Serviceability Durability Aesthetics Consistency Assurance Responsiveness Perceived Quality
37 Dimensions of Quality ( 1 of 6) PERFORMANCE: How well the output does what it is supposed to do. RELIABILITY: probability of operating for specific time and conditions of use 38 Dimensions of Quality (2 of 6) CONVENIENCE and ACCESSIBILITY: How easy it is for a customer to use the product or service. FEATURES: The characteristics of the output that exceed the outputs basic functions. 39 EMPATHY: The demonstration of caring and individual attention to customers. CONFORMANCE: The degree to which an output meets specifications or requirements. Dimensions of Quality (3 of 6) 40 SERVICEABILITY: How easy it is for you or the customer to fix the output with minimum downtime or cost. DURABILITY: How long the output lasts. AESTHETICS: How a product looks, feels, tastes, etc. Dimensions of Quality (4 of 6) 41 CONSISTENCY: The degree to which the performance changes over time. ASSURANCE: The knowledge and courtesy of the employees and their ability to elicit trust and confidence; The ability of the output (and its provider) to function as promised Dimensions of Quality (5 of 6) 42 RESPONSIVENESS: Willingness and ability of employees to help customers and provide proper services. PERCEIVED QUALITY: The relative quality level of the output in the eyes of the customers. Dimensions of Quality (6 of 6) 43 When is there too much Quality The cost of quality erodes the profit The quality is too far exceeding customer expectations Rational turns to Irrational 44 Importance of Customer Satisfaction and Loyalty Satisfaction is an attitude; loyalty is a behavior Loyal customers spend more, are willing to pay higher prices, refer new clients, and are less costly to do business with. It costs five times more to find a new customer than to keep an existing one happy 45 Measuring Customer Satisfaction Discover customer perceptions of business effectiveness Compare companys performance relative to competitors Identify areas for improvement Track trends to determine if changes result in improvements 46 Difficulties with Customer Satisfaction Measurement Poor measurement schemes Failure to identify appropriate quality dimensions Failure to weight dimensions appropriately Lack of comparison with leading competitors Failure to measure potential and former customers Confusing loyalty with satisfaction 47 Creative Problem Solving Mess Finding identify symptoms Fact Finding gather data; operational definitions Problem Finding find the root cause Idea Finding brainstorming Solution Finding evaluate ideas and proposals Implementation make the solution work