Product Roadmaps Relaunched: How to Set Direction while Embracing Uncertainty by C. Todd Lombardo & Bruce McCarthy & Evan Ryan & Michael Connors

Author:C. Todd Lombardo & Bruce McCarthy & Evan Ryan & Michael Connors [Lombardo, C. Todd]
Language: eng
Format: azw3
Publisher: O'Reilly Media
Published: 2017-10-25T04:00:00+00:00

Normal (Satisfier)

Intermittent wipers

Exciting (Delighter)

Rain-sensing wipers

Figure 7-3 illustrates how customers’ satisfaction and perception of product quality increases as the product moves from expected to normal to exciting needs. Note that in most cases, merely meeting expected needs is not sufficient to get out of the dissatisfied half of the diagram. This is especially true in a competitive market, where the customer can choose among several adequate solutions. Customers have high expectations!

The Kano model is most useful when you’re trying to prioritize among customer needs based on the customer’s own perception of value — for example, when you’ve covered the critical path needs and you’re trying to decide among other ideas of increasing value. Perception is the key word here. If the customer lives in an arid climate, rain-sensing wipers may seem unimportant to them, and there will be no delight. Using the Kano model (or any other model incorporating customer value) requires you to know your customer well. See Chapter 5 and Chapter 6 for more on understanding and solving customer problems.

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