KANO ANALYSIS

The Kano analysis is imperative because it helps decide what features and attributes a product or service should have. Often, employees and managers alike get overwhelmed and excited thinking about all of the features that they want their products to have without taking into account the costs, budget, and deadlines of the products. The model also encourages business owners and managers to utilize their customers feelings when designing new features and incorporating features into the products. One example that is given is voice assist when parking your car. While having voice assist is not necessary, the customer might find it more emotionally appealing and “cool.” Thus, by incorporating voice assist into their cars, companies are better able to cater to their customers emotional needs and wants they may not even know they have. Adding a few attractive features like this to products can boost customers happiness with products, leading to better reviews and more sales for the company. Hence, the Kano analysis helps the company decide what features should be included that are cost effective and ensures the company doesn’t waste money on unnecessary features.

Kano analysis was created by Dr. Noriaki who worked at Tokyo University in the science department. He started Kano analysis because he asserted that a product is much more than its use, it has many contributing factors that play a part in its functionality and usefulness to consumers. Noriaki was one of the first people to cater to people’s emotional needs and stated that companies needed to take advantage of people’s emotions when designing attributes for their products. Noriaki wanted companies to relate their products to consumer needs which in the long-term would earn them more money.

More specifically with the Kano Model, it requires data and input from stakeholders about how they would or wouldn’t feel if a certain feature in the product was present. Thus, this is one negative aspect of the Kano Model because it requires extensive interviews and information to be collected from the stakeholders to identify if certain features will or will not do well in the product. Additionally, at least 20 people have to be surveyed for the data collected to be relevant. Only asking three people would not be sufficient enough or representative of the general population to make decisions about features that should be utilized in the products. The process of interviewing the 20 people could potentially take days as well, which means the Kano Model takes up a substantial amount of time. Not only does the interview process itself take a lot of time but the analysis of the information collected from the interview can take a long time as well. Obviously, those conducting the interviews don’t want to just quickly make a decision about the product. So, they will analyze the information and data they collected from the interviews to determine if they should include the feature or not.

There are some cons for the Kano Model but there are also many positive aspects of the model as well. One positive aspect of the Kano model is that it allows the company to provide features within their products they know consumers will enjoy. It allows them to increase their customer satisfaction and ensure satisfied customers tell others about their company. This is imperative because word of mouth can be important with spreading business and products as well as integrating them into a market.

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