【正文】 很重要的。 ? 一些被發(fā)展來(lái)辨認(rèn) EQ機(jī)會(huì)和協(xié)助將之轉(zhuǎn)換成顧客導(dǎo)向的創(chuàng)新的主要方法為： – 為機(jī)會(huì)而觀察顧客：觀察研究 – 在效用上進(jìn)行激動(dòng)人心的改善 – 消除或改善一個(gè)關(guān)鍵的產(chǎn)品取捨 – 側(cè)面的基準(zhǔn)測(cè)試 The 39。Kano39。 model of quality ? Graph shows basic and excitement factors together, in the39。Kano39。 model of quality, named after its inventor, Dr. Noriaki Kano . ? Between the basic and excitement factors, Kano proposes that there is another determinant of customer satisfaction, which he calls 39。performance39。. ? Performance factors cover the range of qualities that customers have e to expect in a particular type of product. ? The customer39。s perception of quality varies in direct proportion to the degree to which the maximum or ideal performance of the product is achieved. ? The ideal car, for example, might be one with a stylish appearance, fast acceleration, good handling, low fuel consumption, minimum maintenance, dual airbags, central locking, electric windows, CD player, radio and mobile phone. ? A car with all of these features, as standard, would cause great customer satisfaction. A car with none of them would cause dissatisfaction. Dr. Kano Model 一般需求 ? 一般需求 (Normal Requirements)：僅是藉由詢問(wèn)方式了解客戶之需要 。 ? 滿足 (或不滿足 )客戶之需求與其現(xiàn)有 (或欠缺 )的產(chǎn)品與服務(wù)相比較 。 ? 例如：快遞是愈快愈滿意 ， 反之則愈慢愈不滿意 。 期望的需求 ? 期望的需求 (Expected Requirements)：通常是非?；镜男枨?， 客戶常常會(huì)忘記提醒 ， 但是一旦無(wú)法滿足則會(huì)引起注意 。 ? 此需求為基本的期望 ， 一旦產(chǎn)品或服務(wù)欠缺 ， 則導(dǎo)致失去其價(jià)值 ， 會(huì)產(chǎn)生非常不滿意的結(jié)果 。 ? 然而符合此需求 ， 往往被客戶所忘記 。 ? 例如：咖啡是熱的 ， 客戶不會(huì)去在意 ， 假使一旦是冷的或過(guò)燙 ， 則不滿意會(huì)發(fā)生 。 ? 故期望的需求必頇被滿足 。 刺激性需求 ? 刺激性需求 (Exciting Requirements)：較不容易察覺(jué) 。 ? 其往往超過(guò)客戶所期望 ， 故一旦欠缺並不會(huì)造成客戶不滿意 ， 若有則會(huì)使客戶感到驚喜 。 ? 例如：在飛行的途中 ， 若有魚(yú)子醬 (caviar)與香檳酒 (champagne)的服務(wù)則會(huì)非常驚喜 ， 假使沒(méi)有客戶亦不會(huì)抱怨 。 ? 故組織有責(zé)任 ， 去發(fā)覺(jué)此客戶的問(wèn)題 ， 這些需求會(huì)隨時(shí)間與環(huán)境而轉(zhuǎn)移 。 產(chǎn)品本身是沒(méi)有價(jià)值 ? 生產(chǎn)者頇促使品質(zhì)特徵能夠符合客戶效益 。 ? 產(chǎn)品頇確認(rèn) Dr. Kano之三種需求型式 。 ? 決定何種效益與何種特徵 ， 以及開(kāi)發(fā)其他需求品質(zhì)特徵來(lái)達(dá)到潛在的效益 。 ? 達(dá)到客戶已言明何種效益是最重要的 ， 並能評(píng)估現(xiàn)有產(chǎn)品與競(jìng)爭(zhēng)者的能力來(lái)滿足這些效益 。 ? 改進(jìn)弱勢(shì)特徵來(lái)符合以上客戶效益是很重要的並且能夠執(zhí)行 。 ? 確保內(nèi)部運(yùn)作達(dá)到相關(guān)特徵 ， 且 實(shí)際被執(zhí)行 。 “Excitement” in Kano model ? 39。Unspoken39。, latent customer needs and wishes unprecedented in peting products. ? Satisfying genuine needs, they are not just gimmicks. ? Extrapolated from market research aimed at understanding of customer39。s underlying wishes and their unresolved frustrationswith existing products. ? Failure to achieve excitement factors does not lead to customer dissatisfaction “Basic” in Kano model ? 39。Unspoken39。 needs and wishes for features typical of, and expected from, peting products. ? Difficult to discover through market research. ? Discovered by peting products analysis ? Failure to achieve any basic needs will lead to customer dissatisfaction. “Performance” in Kano model ? 39。Spoken39。 needs and wishes for features familiar from peting products. ? Readily accessible to market research. ? Generally additive in producing customer satisfaction. ? Low achievement of performance factors can give rise to customer dissatisfaction. very difficult to identify ? The unspoken determinants of product quality (basic and excitement factors) are very difficult to identify by means of market research. ? Customers will not ask for wheels on a car any more than they will ask for a Sony Walkman before it is invented. ? The best way to identify 39。basic39。 determinants of quality is by means of peting product analysis. ? 39。Excitement39。 factors must be extrapolated from market research aimed at understanding of customer39。s underlying wishes and their unresolved frustrations with existing products. basic needs curve ? The achievement of 39。basic determinants of customer satisfaction is a prerequisite for a successful new product. ? Once these basic needs are satisfied, however, there is no point in trying to develop them any further. ? The basic needs curve offers a diminishing return of customer satisfaction due to further levels of achievement. more excitement factors ? The achievement of39。excitement39。 determinants of customer satisfaction, on the other hand shows no such signs of tailing off. ? The more excitement factors can be achieved the more your customer will be elevated into the heady realms of delight. minimum level of performance factors ? The achievement of performance factors adds customer satisfaction, but not so much as the excitement factors. ? The Kano model predicts that, provided you have reached a certain minimum level of performance factors (. to the extent that you have avoided customer dissatisfaction) any extra effort or resources would be better spent achieving excitement factors in preference to more performance factors. Over time ? Over time, factors which were initially in the excitement category will drift down into the performance category and eventually bee basic needs. ? In the 195039。s a television with colour pictures was definitely 39。exciting39。. ? By the mid 196039。s it had bee a performance factor it was one of several qualities of a television which contributed to customer39。s purchasing decision. ? Now, in the 199039。s if you try to find a new black and white television in the shops, you will have a long hard search. ? Colour has bee a basic requirement for customers buying televisions. ? One consequence of this is that excitement features are only ever exciting once. ? Once the first manufacturer has introduced an exciting feature in a new product, it soon bees one of the many performance factors by which customers judge products and are no longer excited by. achieving the right balance ? Creating quality in a product is, therefore, a matter of achieving the right balance between delivering customer expectations and exceeding them. ? The value that a customer attributes to a new product happens in two stages. ? Firstly, products have a baseline value, and achieving product quality bene