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Experiences with the Reliability and Validity of the Kano Method: Comparison to Alternate Forms of Classification of Product Requirements

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Experiences with the Reliability and Validity of the Kano Method: Comparison to Alternate Forms of Classification of Product Requirements
Experiences with the reliability and Validity of the Kano-Method: Comparison to Alternate Forms of Classification of Product Requirements

Dr. Elmar Sauerwein

Department of Management/University of Innsbruck
Universiätsstraße 15
A-6020 Innbruck/Austria
Tel. ++43/512/507-7188 or +43/664/3357775
Fax: ++43/512/507-2968
Elmar.sauerwein@uibk.ac.at

ABSTRACT:
Reliability and validity of the Kano-Model have not yet been tested thouroughly. This paper tries to examine the reliability of test-retest, alternate forms and stability of interpretation. Furthermore concurrent, predictive and convergent validity were tested. Other methods of classification were tested, too.The results are supportive for the Kano model.

1.0 Introduction: Kano’s model of customer satisfaction
1.1 Methodology

In his model, Kano [1984] distinguishes between three types of product requirements which influence customer satisfaction in different ways when met:

Must-be requirements: If these requirements are not fulfilled, the customer will be extremely dissatisfied. On the other hand, as the customer takes these requirements for granted, their fulfillment will not increase his satisfaction. The must-be requirements are basic criteria of a product. Fulfilling the must-be requirements will only lead to a state of "not dissatisfied".
One-dimensional requirements: With regard to these requirements, customer satisfaction is proportional to the level of fulfillment - the higher the level of fulfillment, the higher the customer’s satisfaction and vice versa.
Attractive requirements: These requirements are the product criteria which have the greatest influence on how satisfied a customer will be with a given product. Attractive requirements are neither explicitly expressed nor expected by the customer. Fulfilling these requirements leads to more than proportional satisfaction. If they are not met, however, there is no feeling of dissatisfaction.
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Figure 1: Kano’s model of

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