Kano Analysis Helps Product Managers Understand Customer Needs
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Scott Sehlhorst presented on using Kano analysis for product management. Kano analysis classifies product features and customer needs into categories like must-have, performance, and excitement based on customer preferences. It can help product managers understand what problems their target personas care about and how competitors are addressing them. Managers can map their current solution and roadmap against Kano categories to ensure they are focusing on the right problems and opportunities for customer delight.
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Kano Analysis Helps Product Managers Understand Customer Needs
- 1. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) KANO ANALYSIS Agile Austin Product SIG 2014.05.20 Scott Sehlhorst, Tyner Blain 1
- 2. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) About Scott 2 Product management & strategy consultant 8 Years electromechanical design engineering IBM, Texas Instruments, Eaton 7 Years software development & requirements > 20 clients in Telecom, Computer HW, Heavy Eq., Consumer Durables 9 Years product management consulting >20 clients in B2B, B2C, B2B2C, ecommerce, global, mobile Agile since 2001 Started Tyner Blain in 2005 Helping companies Build the right thing, right
- 3. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Agenda • Kano’s Roots – Where Kano Started – How Kano Works • Kano for Product Managers – How We Can Use Kano 3
- 4. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) 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) 4
- 5. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Intro to Kano • A Model for Classification – Must Be / Must Not Be – Indifference – More Is Better – Customer Delight 5
- 6. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Must Be • Threshold Capability • Table Stakes 6
- 7. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Indifference • Nonplussed 7
- 8. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) More Is Better • Marginal Utility 8
- 9. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Customer Delight • Exciters 9
- 10. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Kano Model • Must Be • Indifference • More Is Better • Customer Delight 10
- 11. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Kano for Product Management • A Feature Focus is Backwards • …But Kano Can Be Used to Understand your Market Problems 11
- 12. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) How Product Managers Can Use Kano • Apply it To Understanding Market Needs – How do Personas Perceive Problems? – How is Your Competition Engaging? 12
- 13. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Must Be • External Forces • Boolean Criteria for Go-To-Market – Compliance W/ Regulations, Laws, Policies – Acceptance Criteria – Security – Integration W/ Other Applications 13
- 14. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Must Be • Internal Choices • Market Strategy – Must Provide Solution to Problem X – Must Match Capability of Competitor Y – Must Satisfy Buyer Perception Z 14
- 15. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Indifference • Solutions to Non-Valuable Problems – Might Be Valuable to Someone, Just Not Your Target Personas • May Be Innovative, But Also Irrelevant 15
- 16. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) More Is Better • Cell Phone Talk Time • More Relevant Search Results • Fuel Efficiency 16
- 17. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Realistic More Is Better • Diminishing Returns – More More Is Less Better 17
- 18. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Extreme More Is Better • Incremental Improvement Until Tipping Point – Enough More Redefines Market 18
- 19. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) 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 19
- 20. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Customer Delight • Blue Ocean Hook – Find An Unsolved Problem and Delight Customers With Solution 20
- 21. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) But Which Customer Is Delighted? 21 0 1 2 3 4 5 6 7 8 9 10 Single Parent Housekeeper Office Cleaner Kid (Doing Chores) Homeowner Retiree Physically Easy to Use
- 22. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Markets Evolve 22
- 23. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Markets Evolve 23
- 24. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Markets Evolve 24
- 25. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Markets Evolve 25
- 26. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Market Strategy • Understand Your Personas (User and 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? 26
- 27. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) 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 27
- 28. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Thanks Very Much! • Any Questions? • Scott Sehlhorst, Tyner Blain • http://tynerblain.com/blog/ • @sehlhorst 28
- 29. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) 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/ 29
- 30. 2014.05.20. Agile Austin Product SIG: Kano Analysis Scott Sehlhorst, Tyner Blain (http://tynerblain.com/blog/) Customer Delight Disrupts the Market • Amazon Kindle – ‘On Demand’ Ordering – Read on Many Devices • Customer Delight Opportunities for Amazon • Became Must Be Problems for their Competition 30
Editor's Notes
- In QFD, focus on interdependence of features – more specifically interdependence of designs or implementation ideas When designing a cell phone, there are tradeoffs between battery life and device size For understanding markets, tradeoffs are important, but guide problem emphasis, not implementation approaches For software, do you make a UI more comprehensive in capability, or easier to learn how to use?
- Wikipedia says – characterize the features (inside out) instead of the needs (outside in).
- Include ‘in the context of a target market segment’
- yawn
- Include example. Talk about diminishing returns (real world curve has decreasing slope)
- This is an overview of what Kano is, and how designers / design engineers use it to frame their decisions.
- Go To Market – For a particular market segment, reality is that there are table stakes, without which, your product simply won’t be considered viable Compliance – Must meet HIPAA Privacy Requirements for a health care information product Acceptance – The user must be able to view all of his previous entries Security – Must pass XSS attack test XYZ Integration – Must integrate with SFDC (automatic call-logger for sales reps)
- Market Strategy – Your pricing and positioning will drive a strategy where, as a business, you (artificially) establish constraints that define how you choose to enter the market. Problem X – You may be targeting a particular persona in the market, for whom lacking a solution to problem X is a deal breaker. Competitor Y – You may be attacking an entrenched competitor (to win a recurring revenue stream, or market share bragging rights), and require an equivalent solution to an otherwise marginal problem, as it would prevent you from displacing an existing solution (at any price) Buyer Z – Buyers can be barriers to users (and value). You can either choose to placate them or work around them.
- Not valuable to target personas – this is where the tyranny of analysts can trip you up. Just because a problem/solution/capability has made it into the analyst’s checklist does not mean it has value to your customers. Enough Trunk Space for a Stroller -> Teenage Boy Ability To Push FriendFeed Updates -> Mortuary When this happens, you have 3 choices Invest in building these ‘irrelevant’ features – but at what opportunity cost? Convince your buyers to ignore the analyst – but can you even get the meeting if you’re horribly unaligned? Educate the analyst that there is a nuance to the market, making his pet feature irrelevant.
- Water Resistance 100m Depth-Tolerant will be boolean for a diver, irrelevant for a snorkler Can survive rain, swimming, diving (can be step-function, not always linear) Corrosion Resistance Water Salt Water Acid
- 75% 10 up 5 left
- Find better example than Dyson Vacuum cleaner. Dyson – increasing capability (more is better) decreasing attractiveness of price. Makes sense for the market segment that finds more utility in “cleans better” than “costs less”
- Goal is different personas perceive the same problem differently