How can you use the Kano model to measure product feature value?

1 What is the Kano model?

The Kano model is a product development framework that was created by Professor Noriaki Kano in the 1980s. It is based on the idea that different product features have different impacts on customer satisfaction and loyalty. The model divides product features into five categories: basic, performance, excitement, indifferent, and reverse. Each category represents a different level of customer satisfaction and dissatisfaction depending on whether the feature is present or absent.

2 How does the Kano model work?

The Kano model uses a simple method to categorize product features: asking customers two questions for each feature. The first question is a functional question that asks how customers would feel if the feature was present. The second question is a dysfunctional question that asks how customers would feel if the feature was absent. The answers to these questions are then plotted on a graph that shows the relationship between customer satisfaction and feature presence. The graph has four quadrants that correspond to the four main categories of the Kano model: basic, performance, excitement, and indifferent.

3 What are the categories of the Kano model?

The Kano model consists of five categories: basic features, performance features, excitement features, indifferent features, and reverse features. Basic features are those that customers expect and take for granted, and if absent, they cause dissatisfaction. Performance features are those that customers value and compare; they increase satisfaction if present and decrease satisfaction if absent. Excitement features are those that customers do not expect and are delighted by; they increase satisfaction if present but do not cause dissatisfaction if absent. Indifferent features are those that customers do not care about and are neutral to; they do not affect satisfaction or dissatisfaction whether present or absent. Lastly, reverse features are those that customers do not want and are annoyed by; they decrease satisfaction if present and increase satisfaction if absent. An example of a basic feature of a smartphone is the ability to make calls, while a performance feature could be battery life. An example of an excitement feature could be a fingerprint scanner, while an indifferent feature could be the color of the charger. A reverse feature could be a pop-up ad.

4 How can you use the Kano model to prioritize product features?

The Kano model can help you prioritize product features by identifying which ones are the most important and desirable for your customers. You can use it to guide your product development process by first generating a list of potential features based on market research, customer feedback, and competitive analysis. Then, design a survey to ask customers functional and dysfunctional questions for each feature, utilizing a scale of 1 to 5 to measure satisfaction and dissatisfaction. Following this, analyze the survey results and plot them on the Kano graph, using a simple formula to calculate the coordinates. Finally, categorize the features based on their quadrant and evaluate their value and impact. The guidelines for prioritizing features are as follows: basic features must be provided as a minimum requirement; performance features should be optimized and improved; excitement features could be innovated and surprised; indifferent features won't be included; and reverse features don't need to be included in order to prevent customer dissatisfaction and frustration.

5 What are the benefits and limitations of the Kano model?

The Kano model can offer several benefits and limitations when used to measure product feature value. It can help you understand customer needs and wants better, differentiate your product from competitors, prioritize product features, and create a product roadmap and vision that aligns with customer satisfaction and loyalty goals. However, it requires a large and representative sample of customers to conduct the survey and get reliable results. Additionally, it assumes customer preferences are stable and consistent, but they can change over time and context. Furthermore, it does not account for cost, feasibility, or interdependence of product features which can affect their value and impact. It also does not provide a quantitative measure of product feature value but rather a qualitative and relative one.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?