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Kano Analysis

Product Management View 2009-09-23 Scott Sehlhorst, Tyner Blain. Kano Analysis. About the Author. Founded Tyner Blain 2005 a gile Product Manager / Product Owner 12 Years in Software Product / Program Management / Ownership Business Architecture / Analysis

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Kano Analysis

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  1. Product Management View 2009-09-23 Scott Sehlhorst, Tyner Blain Kano Analysis

  2. About the Author • Founded Tyner Blain 2005 • agile Product Manager / Product Owner • 12 Years in Software • Product / Program Management / Ownership • Business Architecture / Analysis • Technical Consulting & Consulting Mgmt • Developer, Architect, Pre-sales • 8 Years as an Electromechanical Design Engineer • BSME Carnegie Mellon 1990 (yes, I’m old) • @sehlhorst on Twitter

  3. Agenda • Kano’s Roots • Where Kano Started • How Kano Works • Kano for Product Managers • How We Can Use Kano

  4. Why Does Kano Exist? • Professor Noriaki Kano Developed the Model • Created As Framework to Analyze Features • Insights Into Customer Satisfaction • Make Informed Design Decisions (Tradeoffs)

  5. Intro to Kano • A Model for Classification • Must Be / Must Not Be • Indifference • More Is Better • Customer Delight

  6. Must Be • Threshold Capability • Table Stakes

  7. Indifference • Nonplussed

  8. More Is Better • Marginal Utility

  9. Customer Delight • Exciters

  10. Kano Model • Must Be • Indifference • More Is Better • Customer Delight

  11. Kano for Product Management • A Feature Focus is Backwards • …But Kano Can Be Used to Understand your Market Problems

  12. How Product Managers Can Use Kano • Apply it To Understanding Market Needs • How do Personas Perceive Problems? • How is Your Competition Engaging?

  13. Must Be • External Forces • Boolean Criteria for Go-To-Market • Compliance W/ Regulations, Laws, Policies • Acceptance Criteria • Security • Integration W/ Other Applications

  14. Must Be • Internal Choices • Market Strategy • Must Provide Solution to Problem X • Must Match Capability of Competitor Y • Must Satisfy Buyer Perception Z

  15. Indifference • Solutions to Non-Valuable Problems • Might Be Valuable to Someone, Just Not Your Target Personas • May Be Innovative, But Also Irrelevant

  16. More Is Better • Cell Phone Talk Time • More Relevant Search Results • Fuel Efficiency

  17. Realistic More Is Better • Diminishing Returns • More More Is Less Better

  18. Extreme More Is Better • Incremental Improvement Until Tipping Point • Enough More Redefines Market

  19. Extreme More Is Better • Extremely Favorable (Low) Pricing • Market Disrupting • Normal Pricing • More favorable pricing is Better • Extremely Unfavorable (High) Pricing • Must (Not) Be For A Given Market

  20. Customer Delight • Disrupts the Market. • “Creates” and Solves A “New” Problem • McDonalds & Dunkin Donuts – Just Coffee • Starbucks – Premium Experience • McCafe – Premium Experience & Speed • Dunkin Donuts – Creating Starbucks / Krispy Kreme Hybrid • Starbucks – Considering Mimicking McDonalds

  21. Customer Delight • Blue Ocean Hook – Find An Unsolved Problem and Delight Customers With Solution

  22. But Which Customer Is Delighted?

  23. Customer Delight Disrupts the Market • Amazon Kindle • ‘On Demand’ Ordering • Read on Many Devices • Customer DelightOpportunities for Amazon • Became Must Be Problems for their Competition

  24. Market Strategy • Understand Your Personas (Userand Buyer) • Who Cares About This Problem? • How Do They View This Problem? • Understand Your Competitors • How Do Their Solutions Compare? • How Should We Approach This Problem? • Market Disruption • Where are Customer Delight Opportunities?

  25. Recipe for Using Kano • Create ‘Blue Ocean’ Map of What Target Personas Care About • Classify Those Problems • Plot Competitive Offering • Plot Your Current Solution • Identify Desired Plot (Strategy, Priority) • Gaps Inform Product Roadmap

  26. Thanks Very Much! • Any Questions? • Scott Sehlhorst, Tyner Blain • http://tynerblain.com/blog/ • @sehlhorst

  27. References Where Kano Came From http://en.wikipedia.org/wiki/Kano_model http://www.isixsigma.com/dictionary/Kano_Analysis-263.htm Kano and Prioritization http://tynerblain.com/blog/2006/02/27/prioritizing-software-requirements-kano-take-two/ http://www.pragmaticmarketing.com/publications/magazine/4/3/0605ss http://tynerblain.com/blog/2006/04/06/epicenter-software-design-37signals-applies-kano/ What’s Up with Starbucks, McDonalds, and Dunkin Donuts http://www.forbes.com/2007/02/26/starbucks-dunkin-donuts-biz-cx_tvr_0227starbucks.html http://findarticles.com/p/articles/mi_m3190/is_3_42/ai_n24238073/

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