The Kano Model, developed from the work of Noriaki Kano, helps teams understand that customer requirements do not all affect satisfaction in the same way. Some features are simply expected, some improve satisfaction in proportion to performance, and others can create delight when present.
Kano Requirement Categories
| Category | Customer reaction | Supply-chain example |
|---|---|---|
| Must-Be | Expected; absence causes dissatisfaction | Correct product, safe packaging, basic delivery reliability |
| Performance | More performance generally creates more satisfaction | Shorter delivery lead time, higher fill rate |
| Attractive / Delighter | Unexpected benefit can increase satisfaction | Proactive exception alert with a solution before the customer asks |
| Indifferent | Little effect on satisfaction | Feature customer does not value |
| Reverse | Some customers prefer the feature not to be present | Excessive notifications or unnecessary premium packaging |
Why the Categories Matter
A business can waste resources by investing heavily in a feature customers barely value while failing a Must-Be requirement. For example, a sophisticated tracking portal cannot compensate for consistently shipping the wrong quantity.
How to Use the Kano Model
- Identify customer needs through VOC.
- Test how customers respond when the feature is present and absent.
- Classify the requirement.
- Prioritize Must-Be failures first, then important Performance requirements.
- Use Delighters selectively where they create real differentiation.
- Review classifications over time because expectations change.
Kano + VOC/CTQ
The Kano Model helps prioritize what matters. VOC/CTQ translates those needs into measurable operational requirements. A Must-Be requirement such as “orders must be correct” can become a CTQ such as ≥99.8% order-line accuracy.
See VOC to CTQ.
Interview Question
Question: Why can a feature move from a delighter to a basic expectation?
Answer: Customer expectations evolve. Capabilities such as shipment tracking may initially differentiate a service, but once the market normalizes them customers may treat them as expected rather than exceptional.
Download the Practical Workbook
Use the SCMANA Kano Model Classification workbook to record functional and dysfunctional customer responses and classify requirements as Must-Be, Performance, Attractive, Indifferent or Reverse.
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