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![The Kano Model
Customer satisfaction scoring
developed in 1980s by Professor
Noriaki Kano.
It classifies customer satisfaction into
five categories.
Must-be Quality
One-dimensional Quality
Attractive Quality
Indifferent Quality
Reverse Quality
By Craigwbrown (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-
sa/3.0)], via Wikimedia Commons](https://image.slidesharecdn.com/knowyourcustomer-170417161701/75/Know-your-customer-31-2048.jpg)
![Kano Model – Closer Look at the Graph
By Craigwbrown (Own work) [CC BY-SA 3.0
(http://creativecommons.org/licenses/by-sa/3.0)]
Via Wikimedia Commons
The Must Be’s
• Taken for granted.
• Table stakes features.
One Dimensional
• Measurable ranges of
fulfillment via surveys,
focus groups,
purchasing, usage.
Note: Needs for
features and functions
may change over time.](https://image.slidesharecdn.com/knowyourcustomer-170417161701/75/Know-your-customer-38-2048.jpg)
Uploaded byScott Germaise
Know your customer
The document outlines the importance of understanding customers through user personas and customer journey maps, emphasizing their roles in product management and marketing. It provides insights into how to create user personas based on research encompassing demographics and psychographics, as well as how to map customer journeys to identify pain points and improve user experience. Additionally, it discusses the Kano model for prioritizing features based on customer satisfaction and the diffusion of innovations to understand how new products are adopted in the market.
Know your customer
- 1. Know Your Customer? USERPERSONAS & CUSTOMER JOURNEY From the Udemy.com online course: Digital Product Management
- 2. Know Your Customers Who are they? What’s path(s) do they take to satisfy their needs with regards to your business category? Where are they? Tools like User Personas, Customer Journey Maps and just thinking about Where your Customers are and how they use digital devices can help you craft the most important features, functions and benefits for them.
- 3. Know Your Customers(cont’d) Another meaning for KYC Just for the sake of clarity as an FYI, Know Your Customer may sound like a generic enough phrase. However… It has come to mean something specific within industries like banking and is related to identity management. That being said, let’s continue with a more marketing focused perspective.
- 4. User Personas: Whatare they? User personas are a means to define a model of a general type of person. It’s not an individual, but a syntheses of demographics and psychographics that represents a market. They are reference representations of your customers. While there are many core values that come from personas, perhaps one of the most valuable is empathy.
- 5. User Persona Formats:Random Examples
- 6. User Personas: TheValue of Personas Product managers can help define what customer/consumer pain points or desires might be in order to define or prioritize features. Uncover the true end goals of users. “Goal-directed Design” can help satisfy customer needs. Sometimes needs are found by brainstorming or assumptions. But discovery should be purposeful. Otherwise, you may be depending too much on the luck of getting assumptions right. UX / UI design can be for specific types of people instead of generic. Messaging from high level brand statements to social media posts can talk in the language of the customer. Team members may tend to design and develop for themselves, rather than a target customer. Personas can help with intellectual honesty.
- 7. User Personas: Pre-requisites You need more than a vague idea about who your customer is. You need some research. Ethnography is a common means to try to understand your customers. Ethnography involves observing users in the real world. This helps define the reality of the customer and avoids fanciful imaginings of a product team which may or may not match the everyday customer reality.
- 8. User Personas: Pre-requisites(cont’d) Who are your users? Geographic: country, region, location density, climate, Demographic: age, gender, family size, occupation, income, education, religion, race, nationality Psychographic: lifestyle, social class, Activities/Interests/Opinions, Values, Attitudes. Behavioral: occasions, loyalty, buyer intent Chances are you can find or buy research about your target market. Otherwise, you may have to seek out more expensive primary research options. Surveys and Interviews are common tools. If cost is a major factor, you can also try using your own site analytics and social media research, Nothing is better than actually meeting potential customers. While one certainly has to be careful of small sample bias, open ended chats with real customers can yield insights challenging to find by other means.
- 9. User Personas: Buildinga Persona You’re going to take your research and synthesize one or several generic Personas. You need to genericize common traits and attitudes into a consumer model.
- 10. User Personas: Components Typical Components of a Persona. Name. Demographic. Descriptive title. Photograph. Quote. Day-in-the-life narrative. End goals (explicit and tacit). Needs and wants, responsibilities, motivations, attitudes, pain points, behavior (such as device usage), and design imperatives.
- 11. User Personas: AnExampleUser Personas: An Example
- 12. User Personas: ArgumentsAgainst Some believe them to be a waste of time. While you may find them used in companies using Lean methods, it’s possible such cultures prefer to ideate fast and test rather than study a lot upfront. Because they’re fictional, they may be too made up to be useful. They’re not really scientific or reliable. There does not appear to be much hard data justifying the cost/effort of this method.
- 13. User Personas: MoreArguments Some believe that a persona may be too abstract and lose sight of actual, real people. The result could conceivably be working on a solution that doesn’t solve real world problems.
- 14. Customer Journey Maps:What are they? Customer journey maps shows the paths your customer travels as they engage with your company’s product or service. The more touchpoints you have, the more complicated the journey. Their journey may actually start before you’re even involved. And may end with a long term relationship… or abandonment.
- 15. Customer Journey Formats:Random Examples Customer Journey Maps are all over the place in terms of format. Let’s look at some…
- 16. Customer Journey Maps:Choosing a Format No set format. Relatively new ‘best’ practices. Just tell your story in whatever form you believe works.
- 17. Customer Journey Maps:Components (1 of 2) Personas: Who is taking the journey? Timeline: There’s a set time box in which the journey is happening. Journey’s typically have beginnings and ends. Where does your customer journey start and end? Actions: What is the customer trying to do? Do you need to capture every experience? Motivations / Emotions: Why are they trying to do it and how do they feel along the way?
- 18. Customer Journey Maps:Components (2 of 2) Questions: What issues are they facing along the way that cause uncertainty? Barriers: What blocks them? ZMOT: Are there “Zero Moments of Truth?” (More on this in other sessions.) Note: Journeys may be simple end to end processes, or they may end up looking like a complicated system flowchart. If yours ends up complicated, then you have identified your first problem.
- 19. Customer Journey Maps:Visualization In a perfect world, you’d have a combination UI / UX expert and cartographer on staff. Just in case you don’t, that’s ok. Maps can look like physical areas, network topologies, hierarchical or process flow charts, and more. Create a structure that makes sense for how you intend to use the map for your own insights or to communicate user activities to others.
- 20. Can You EvenGet the Data? Among the holy grails of marketing is attribution analysis. And it gets challenging to impossible the more touchpoints and channels exist in a purchase path. There may be several “same device” interactions, another device usage, a trip to a retail store, post to social media, etc.
- 21. More Questions toHelp Build Your Map Since there’s no set format, the steps may need to be flexible according to your needs. Consider… Do distinct stages exist? If not, you may need to create edges. Specific behaviors associated with these stages? Are there specific goals or completion needs? Is a stage a straight path? Or iterative? Side trips? Can you plot the map? Simple timeline is great. But you might need a flow diagram or other indicators. Footnoting is ok, but simple is better. Might want to ignore edge cases, or footnote them for reference.
- 22. Customer Journey Maps:Value They can find customer pain points. These may be specific to your offering, or generally industry related. e.g., I may be looking for a good home theater system, but I’m baffled by the many resolution standards. How do I decide on what I need before I can even focus on a product? You are looking for any bottlenecks in processes.
- 23. ZMOT – ZeroMoment(s) of Truth You are Looking for the ZMOTs Go get the ZMOT eBook and read it. Now… https://www.thinkwithgoogle.com/research-studies/2011- winning-zmot-ebook.html All of it. I mean it. Read it. If not now, then soon. It’s really a key understanding. You are looking for “nudge” opportunities. Where you can insert an intervention to have impact towards where you want things to go.
- 24. Where are YourUsers ? (And the Business Value) Online connectivity is quickly becoming ubiquitous. While we collectively continue to struggle with bandwidth in various venues, this will only get better over time, giving users a choice of where they interact with your products and services.
- 25. Consumption vs. Collection One way to think of platforms are as Consumption vs. Collection Devices. Example: A user might spend hours searching and buying music on iTunes via Desktop (Collection), but then only use their music on mobile devices (Consumption.) Example: A user may scan QR or bar codes at retail with their mobile device (collection), but do their comparison shopping at home on desktop (consumption.) Example: A fitness tracker device may have minimal (if any) interactive functionality on the device. Set up and results likely display on mobile and desktop.
- 26. How Do YourUsers Behave & Why? Creating and applying user persona and use case analysis will help you decide what features, functions, benefits need to be on which platforms. You may end up with vastly different experiences on a per platform basis. User Surveys and Focus groups are often maligned for their expense, bias and challenge in users understanding their own needs. But if you have a complex interaction model, you may find these tools useful in understanding their behavior.
- 27. The State ofMobil Users An early 2016 eMarketer assessment… The Short Answer: Android has more market share, but iOS generates more revenue. Maybe lots of reasons why. But the point here is you need to know the understand the consumer for your product or service.
- 28. The State ofMobil Users (cont’d) As of 2016, Android is a larger market place, but iOS customers have higher propensity to purchase. Any chance your customers are on Windows or others? Where are your users? Potential revenues? Go where the customer value is, and mind the business case. If your business plan fails trying to do it all at the same time, that could be game over.
- 29. Multi-platform and “secondscreen" Are you faced with situations where a user may be using multiple devices at once? Most people don’t really multi- task. They task switch quickly. Are your users using a second device as an adjunct to what their doing or for completely separate tasks?
- 30. Bricks & Clicks Would you adjust your overall strategy for interacting with customers if you knew that… 70% of smartphone owners who bought something in a store first turned to their devices for information relevant to that purchase. And when people search on mobile, it tends to lead to action: 92% of those who searched on their phone made a related purchase. Google/Purchased Digital Diary, "How Consumers Solve Their Needs in the Moment,” May, 2016
- 31. The Kano Model Customer satisfaction scoring developed in 1980s by Professor Noriaki Kano. It classifies customer satisfaction into five categories. Must-be Quality One-dimensional Quality Attractive Quality Indifferent Quality Reverse Quality By Craigwbrown (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by- sa/3.0)], via Wikimedia Commons
- 32. The Kano Model– Why Use it? Product Roadmapping If Customer Satisfaction is a core goal, (and it might not be), understanding features in terms of the Kano model may prove useful in prioritizing. Feature Creep Instead of loading products with features, you may find there are some low value items that can wait or maybe shouldn’t be done at all.
- 33. The Kano Model- Must-be Quality Must-be Quality “Table Stakes” needs. If done right, no one notices. Done badly, customers are unhappy. Example: Overly weak cell phone screen doesn’t survive even small bump. Digital: I need secure login to my bank.
- 34. The Kano Model- One-dimensional Quality One-dimensional Quality Features that are satisfying when they work and dissatisfying when they don’t. Example: A soup can doesn’t necessarily have to have an “easy open tab,” but if it has one, maybe it’s nice. If it doesn’t work, it’s very annoying. Digital: Password reset hard to use; maybe can’t read CAPTCHA.
- 35. The Kano Model Attractive Quality Great when they’re there and work well, but not a big deal if missing. Unexpected extras. Example: Including small tools when a product requires assembly. Digital: Some product drill down criteria may be nice to have, but unnoticeable if missing.
- 36. The Kano Model Indifferent Quality Neutral. Not good. Not bad. Maybe a necessary component to the business, but consumer doesn’t really notice or care. Example: Color of freshness seal material inside package. Digital: Product localized to other regions; where a particular customer doesn’t live.
- 37. The Kano Model Reverse Quality Only downside. At least, for some consumers. Example for both bricks and clicks: Huge selection. Some may like this. Others face the “paradox of choice.” And no, you cannot have all the candy.
- 38. Kano Model –Closer Look at the Graph By Craigwbrown (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)] Via Wikimedia Commons The Must Be’s • Taken for granted. • Table stakes features. One Dimensional • Measurable ranges of fulfillment via surveys, focus groups, purchasing, usage. Note: Needs for features and functions may change over time.
- 39. How Do YouUse Kano? Do Your Research Analyze Plot Build Strategy There are tools and templates you can seek out to help with surveys, plots, etc.
- 40. Diffusion of Innovations Idea popularized by Everett Rogers, 1995. How new ideas spread via various channels over time. The core idea is the innovations are adopted over time by various types of people; early adopters, early majority, late majority, and laggards. Not all innovations catch on of course. Some simply fail.
- 41. Diffusion of Innovations- Variability While the model provides conceptual clarity regarding assertions in placing consumers in categories along a continuum, innovations may be “fuzzy” in terms of how they progress. Not everything ends up getting used for its originally intended purpose. And individuals likely behave differently than corporations, though there’s an overlap in their motivators.
- 42. Diffusion of Innovations– The Process The model suggests a five step decision-making process over time. The steps: Knowledge Persuasion Decision Reject Accept Implementation Confirmation
- 43. Diffusion of InnovationsChart – Stages Only
- 44. Diffusion of InnovationsChart – Stages & Numbers 2.5% Innovators (risk takers, have $$$) 13.5% Early Adopters (opinion leaders) 34% Early Majority (avg. status, know adopters) 34% Late Majority (skeptics, lower $$$) 16% Laggards (aversion to change, lower $$$) Adoption over time…
- 45. Diffusion of Innovations– Bass Model The Bass model, published in 1963 by Frank Bass, offers a mathematical attempt to make assumptions about market size and innovator behavior. For those so inclined, there are spreadsheet and program models that may be found online if you would like to attempt your own forecasting. As you might expect, your results will depend on the assumptions you use for variable values.
- 46. Diffusion of Innovations– Where are You? Chances are you’re in earlier stages of the curve if you’re doing new product development. But maybe not… Digital products have been around awhile. Your essential problem? “The future is already here — it's just not very evenly distributed.” – William Gibson So how you are going to approach your customers will – or should – very much depend on where they are psychographically on the Diffusions curve as well as just where product is on that curve.
- 47. Consumer and WebPsychology Predictably Irrational Dan Ariely Why We Buy Paco Underhill Webs of Influence Nathalie Nahai More ways to understand your customer.
- 48. Digital Body Language& eCommerce Idea popularized by Steve Woods It’s a variation on the idea of the Digital Exhaust we all put out in our online travels, but more focused towards online sales.
- 49. Customer Engagement Multi-channelattribution is a common means to try to understand where customers are coming from. And insofar as you might have personal information about your customer, this info can help with dynamic presentation of information, offers, support and so on. Together these tools can help you understand your customer better and ideally how to craft your offerings.
- 50. The Next Level While “Big Data” concepts may be implied by what’s been said so far, such methods may not be wholly necessary. Though it is of course possible such methods may discover unmet needs or insights. (Which is of course part of the whole ‘sell’ for Big Data.) In any case, among the first goals in understanding your customers and their needs is understanding their intent via their behavior.
- 51. Digital Body LanguageSignals Some examples: Where did they come from? What are their Search Terms? (Both to reach you and in any internal search.) Where are they Browsing? (How do they drill down.) Did they open Emails? Click on items? Web Analytics: Pageviews, Returns, Depth. Did they submit forms with their information or requesting specific information? Social Sharing Activities? Which ones converted to being customers! Basically, anything you can possibly sense about them from their behavior.
- 52. How Can YouUse Digital Body Language? You can use the collection of info you’ve got to segment customers by whatever means you see fit to optimize your business goals. While it may be possible to analyze this info and break it down in spreadsheets, you may want to investigate toolsets for such things, including Customer Relationship Management and Marketing Automation Tools.
- 53. What About Segments? Customer segments are often broken down by demographics or other obviously identifiable characteristics. But what about Actual Customers who Buy? Some have high Average Order Values (AOV). Some are highly profitable, others are not. Some prospects will never buy.
- 54. Tying Business Goalsto Prospects If you build Customer Buying Segments with regards to your business goals… profitablity, high gross order ticket, lifetime value, whatever your goals... ...You can then try to match these with the appropriate collections of Body Language Segment Types and optimize accordingly. If you don’t, your stuck with more simplistic funnel analysis, such as shopping cart optimization and such. This may be fine to start. But to truly optimize for your business goals, you will likely need to go deeper into segments.
- 55. Thanks! From the Udemy.comonline course: Digital Product Management