Management Frameworks by Kemp Jacques;Schotter Andreas;Witzel Morgen;

Author:Kemp, Jacques;Schotter, Andreas;Witzel, Morgen;
Language: eng
Format: epub
ISBN: 1092673
Publisher: Taylor & Francis Group

Product drivers deal with product features included in the bundle of benefits. They tell us what the product can do, or is designed to do. They can be seen as a specification of product features, but should also include information on conceivable product uses. This information can then be matched to customer needs as determined above, to find out whether the product and its bundle of benefits really do match customer needs. One common problem is building products which the company thinks are wonderful but which customers reject. We think of Apple today as a company that produces easy-to-use products that deliver a lot of satisfaction, but some of Apple's earlier products were over-engineered and too complex. When Nokia took the lead in the mobile phone market from Motorola by moving into digital technology, Motorola's engineers responded with a very sophisticated mobile phone design. But the new Motorola phone didn't do what customers wanted, and the product failed to make an impact on Nokia's commanding share of the market.11

Important here is the measurement of product quality. Quality is generally defined as ‘fitness’ for use; that is, does the product deliver the value that the customer expects of it? If it does, then it is considered to be of good quality. The Fiat Panda and the Rolls-Royce are both considered to be quality cars because they deliver on customer expectations, even though they are at opposite ends of the price and build range.

Most companies attempt to assess product quality by measuring customer satisfaction. In Beyond the Familiar, Patrick Barwise and Seán Meehan urge companies to also measure customer dissatisfaction. How many customers are unhappy, and why? They cite the example of one B2B services company that measured customer satisfaction and thought it had good relationships with its customers. When the company introduced measures of customer dissatisfaction, however, it found that there were many hitherto concealed problems and relationships were nowhere near as strong as m anagers had thought. This enabled corrective act ion to be taken to improve relationships.12

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