Kano model
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are essential and assumed for the customer. If the product does not fulfill these requirements, the customer will be dissatisfied but if it is fulfilled, the customer will not show up satisfaction. | are essential and assumed for the customer. If the product does not fulfill these requirements, the customer will be dissatisfied but if it is fulfilled, the customer will not show up satisfaction. | ||
| − | ==One-dimension Quality Elements== are conscious to the customer, eliminate dissatisfaction or achieve satisfaction depending on the degree of fulfillment, the higher the better. | + | ==One-dimension Quality Elements== |
| + | are conscious to the customer, eliminate dissatisfaction or achieve satisfaction depending on the degree of fulfillment, the higher the better. | ||
| − | ==Attractive Quality Elements== are not usually expected by the customer and do not disappoint them when not fulfilled. These attributes deliver satisfaction or enthusiasm and are the main elements for reaching a competitive advantage. <ref> Brandt, D. R. (1988) How service marketers can ident- ify value-enhancing service elements. Journal of Services Marketing 2, 35–41. </ref> | + | ==Attractive Quality Elements== |
| + | are not usually expected by the customer and do not disappoint them when not fulfilled. These attributes deliver satisfaction or enthusiasm and are the main elements for reaching a competitive advantage. <ref> Brandt, D. R. (1988) How service marketers can ident- ify value-enhancing service elements. Journal of Services Marketing 2, 35–41. </ref> | ||
| − | ==Indifferent Quality Elements== are not noticed by the customer, they can not give either satisfaction or dissatisfaction when fulfilled or not. | + | ==Indifferent Quality Elements== |
| + | are not noticed by the customer, they can not give either satisfaction or dissatisfaction when fulfilled or not. | ||
| − | ==Reverse Quality Elements== cause satisfaction when absent and dissatisfaction when present. | + | ==Reverse Quality Elements== |
| + | cause satisfaction when absent and dissatisfaction when present. | ||
<ref>D. Randall Brandt, (1988) "HOW SERVICE MARKETERS CAN IDENTIFY VALUE‐ENHANCING SERVICE ELEMENTS", Journal of Services Marketing, Vol. 2 Issue: 3, pp.35-41, https://doi.org/10.1108/eb024732</ref> | <ref>D. Randall Brandt, (1988) "HOW SERVICE MARKETERS CAN IDENTIFY VALUE‐ENHANCING SERVICE ELEMENTS", Journal of Services Marketing, Vol. 2 Issue: 3, pp.35-41, https://doi.org/10.1108/eb024732</ref> | ||
Revision as of 15:17, 11 September 2017
The Kano model is a method to scale the layers of quality and to achieve consumer satisfaction in a project or for a product. The Model was published in 1978 by Noriaki Kano (*1940), a Professor of the Tokyo University of Science. [1] The theory is proposed to understand the relationship between customer satisfaction and quantitative measures. The requirement and the performance of the product or service derive from the different types, the model provides. The model gather the needs of the customers to include them in the development of a product or service. [2] In a product development project it is recommended to use the kano model to meet customers needs and to determine requirements in an early project phase. The article provides the explanation of the kano model, the application and how to make projects successful by involving it.
Contents |
The five quality elements
The Kano model distinguish five typs of quality elements as followed:
Must-be Quality Elements
are essential and assumed for the customer. If the product does not fulfill these requirements, the customer will be dissatisfied but if it is fulfilled, the customer will not show up satisfaction.
One-dimension Quality Elements
are conscious to the customer, eliminate dissatisfaction or achieve satisfaction depending on the degree of fulfillment, the higher the better.
Attractive Quality Elements
are not usually expected by the customer and do not disappoint them when not fulfilled. These attributes deliver satisfaction or enthusiasm and are the main elements for reaching a competitive advantage. [3]
Indifferent Quality Elements
are not noticed by the customer, they can not give either satisfaction or dissatisfaction when fulfilled or not.
Reverse Quality Elements
cause satisfaction when absent and dissatisfaction when present.
References
- ↑ Kano, N.; Seraku, N.; Takahashi, F.; Tsuji (1984). Attractive Quality and Must-be Quality; Journal of the Japanese Society for Quality Control
- ↑ Hans-Joachim Lenz, Peter-Theodor Wilrich, Wolfgang Schmid (2010). Frontiers in Statistical Quality Control 9. Physica-Verlag Heidelberg, ISBN 978-3-7908-2379-0
- ↑ Brandt, D. R. (1988) How service marketers can ident- ify value-enhancing service elements. Journal of Services Marketing 2, 35–41.
- ↑ D. Randall Brandt, (1988) "HOW SERVICE MARKETERS CAN IDENTIFY VALUE‐ENHANCING SERVICE ELEMENTS", Journal of Services Marketing, Vol. 2 Issue: 3, pp.35-41, https://doi.org/10.1108/eb024732
