Dr Surej P John Origin of the Kano Model Noriaki Kano Professor at Tokyo Rika University International Consultant Received individual Demming Prize in 1997 Introduction Productservice quality is main antecedent of customer satisfaction ID: 798036
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Slide1
Kano’s model of Customer Satisfaction
Dr. Surej P John
Slide2Origin
of the Kano Model
Noriaki
Kano Professor at Tokyo Rika UniversityInternational ConsultantReceived individual Demming Prize in 1997
Slide3Introduction
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
Slide4Origin
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
Slide5Origin
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 customersPerformance on certain categories attributes produces higher levels of satisfaction than
others
Slide6Introduction
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
Slide7Kano’s Model of Satisfaction
Technique
used
to determine the influence of attributes of products and/or services have on customer satisfaction (Kano et al. 1984)
Slide8Kano’s 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?
Slide9Kano’s Model of Satisfaction
Product/service attributes can be classified into
Five
groups
Attractive Quality AttributesOne dimensional Quality Attributes
Must have Quality
Attributes
Indifference Quality
Attributes
Reverse Quality Attributes
Slide10Attractive Quality Attributes
Produce satisfaction when delivered but cause no dissatisfaction if not delivered
These attributes are not normally expected and often unintentionally surprise and delight customers.
High
performance on these has a greater impact on overall satisfaction rather than low performanceex
. (unexpected) promotional offers
Slide11Performance/One-dimensional Attributes
Produce both satisfaction dissatisfaction depending on performance levels
Satisfaction
is proportional to the level of fulfillment of these
attributes.These are the most visible attributes and with which companies compete.ex. Gasoline consumption of a car; lower consumption leads to higher customer satisfaction
Slide12Must-be Attributes
An attribute whose absence will result in customer dissatisfaction, but whose presence does not significantly contribute to customer satisfaction.
Minimum
required features that customer naturally expect from a
product/serviceConsidered as basic attributes of a product or a service.ex
.
Punctuality
and safety of airline
Slide13Indifference Quality Attributes
Indifferent attributes are those that customers perceive as not contributing to their satisfaction.
Hence their presence or absence has no effect on satisfaction.
Ex: A doorman at the hotels or Malls
Slide14Reverse Quality Attributes
Reverse quality elements are those attributes, which, if present, would lead to customer dissatisfaction,
And if absent, would lead to customer satisfaction.
Ex: Too many complex and extra features of High tech products.
Slide15Slide16Three-Factor Theory
Slide17Typical Research Framework
Slide18Kano’s 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 be’s
– Cost of Entry
Satisfier – More is better – Competitive
Delighter – Latent Need – Differentiator
Evaluate Current Performance
Slide19Kano Model
Slide20Kano model process
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.
Slide21Example: Requirements Survey
Slide22Example: Requirements Questionnaire
Slide23Functional vs. Dysfunctional Comparison
Slide24Functional vs. Dysfunctional Comparison
Basic Attribute
Slide25Functional vs. Dysfunctional Comparison
Performance Attribute
Slide26Functional vs. Dysfunctional Comparison
Exciting Attribute
Slide27Evaluation 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
Slide283. Plot
& Diagram
Slide29Advantages
Aids in understanding the importance attributes that influence customer satisfaction
Helping the management in trade-off situations in the attribute implementation stage.
Determining and satisfying attractive attribute requirements of consumers enables to differentiate the products and/or services over competitors.
Slide30Questions?
Slide31References
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 - 327Zultner, R.E. & Mazur, G. H. ( 2006). The Kano Model: Recent Developments. The eighteenth symposium on Quality Function Deployment.
Slide3232
Dimensions of Quality
Performance
ReliabilityConvenience and AccessibilityFeatures
Empathy
Conformance to
Standards
Serviceability
Durability
Aesthetics
Consistency
Assurance
Responsiveness
Perceived Quality
Slide3333
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
Slide3434
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 output’s basic functions.
Slide3535
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)
Slide3636
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)
Slide3737
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)
Slide3838
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)
Slide3939
When is there too much Quality
The cost of quality
erodes the profit
The quality is too far exceeding customer expectationsRational turns to Irrational
Slide4040
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
Slide4141
Measuring Customer Satisfaction
Discover customer perceptions of business effectiveness
Compare company’s performance relative to competitors
Identify areas for improvementTrack trends to determine if changes result in improvements
Slide4242
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
Slide4343
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