Klanttevredenheidsmodel
(Kano)

Kenniscentrum

Wat is het klanttevredenheidsmodel? Beschrijving

Het model voor klanttevredenheid van N. Kano is een kwaliteitsmanagement- en marketingtechniek die voor het meten van cliëntgeluk kan worden gebruikt.

Kano's model voor klantentevredenheid onderscheidt zes categorieën van kwaliteitsattributen, waarvan de eerste drie eigenlijk de klantentevredenheid beïnvloeden:

1. Basis Factoren. (Ontevredenstellers. Must have.) - De minimumvereisten die ontevredenheid zullen veroorzaken als zij niet worden vervuld, maar die geen tevredenheid veroorzaken als zij wel worden vervuld (of worden overschreden). De klant beschouwt deze factoren als eerste vereisten en verwacht niets anders. De basis factoren vestigen een „marktingangsdrempel“.
2. Opwindingsfactoren. (Tevredenstellers. Aantrekkelijk.) - De factoren die klantentevredenheid verhogen als zij worden geleverd, maar geen ontevredenheid veroorzaken als zij niet worden geleverd. Deze factoren verrassen de klant en produceren „verrukking“. Gebruikmakend van deze factoren, kan een bedrijf zich werkelijk onderscheiden van zijn concurrenten op een positieve manier.
3. Prestatiefactoren. De factoren welke tevredenheid veroorzaken als de prestatie hoog is, en welke ontevredenheid veroorzaken als de prestatie laag is. Hier is de relatie tussen de prestatie en algemene tevredenheid lineair en symmetrisch. Typisch worden deze factoren direct verbonden met de de expliciete behoeften en wensen van klanten en een bedrijf zou moeten hier concurrerend proberen te zijn.

De extra drie attributen welke Kano vermeldt zijn:

4. Onverschillige attributen. De klant geeft niet om deze eigenschap.
5. Twijfelachtige attributen. Het is onduidelijk of deze eigenschap door de klant wordt verwacht.
6. Omgekeerde attributen. Het omgekeerde van deze producteigenschap werd verwacht door de klant.
    

Oorsprong van het model voor klanttevredenheid. Geschiedenis

Het aanpak inzake het analyseren van klantentevredenheid werd voor het eerst gepubliceerd in een artikel door KANO, N. SERAKU, N., TAKAHASHI, F. & TSUJI, S. (1984) Attractive quality and must-be quality, Hinshitsu (Quality, the Journal of Japanese Society for Quality Control), 14, blz. 39-48.

Gebruik van het model voor klanttevredenheid. Toepassingen

Naast het vanzelfsprekende gebruik binnen kwaliteitsmanagement en marketing, zijn Kurt Matzler, Matthias Fuchs en Astrid Schubert benieuwd in hun artikel de „Employee Satisfaction: Does Kano's Model Apply?“ (Integrale Kwaliteitszorg & Business Excellence, November-December 2004) of het model van factoren van klantentevredenheid ook relevant is om werknemerstevredenheid te beschrijven. Aangezien de werknemers als interne klanten kunnen worden waargenomen. Zij trekken de conclusie dat de theorie van Kano inderdaad eveneens bruikbaar voor interne klantenanalyse is.

Stappen in het model voor klanttevredenheid. Proces

Kano ontwikkelde een vragenlijst om de basis, prestatie en opwindingsfactoren evenals de andere drie extra factoren te identificeren.

1. Voor elke producteigenschap worden een paar (2) vragen geformuleerd, waar de klant op één van vijf verschillende manieren kan antwoorden.
2. De eerste vraag betreft de reactie van de klant als het product die eigenschap toont (functionele vraag);
3. De tweede vraag betreft de reactie van de klant als het product deze eigenschap toont (disfunctionele vraag) niet.
4. Door de antwoorden te combineren kunnen alle eigenschappen in de zes factoren worden geclassificeerd.

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Expert Tips Geavanceerde inzichten over Customer Satisfaction (Engels). Hier vindt u professionele adviezen van deskundigen. Advantages of Kano’s Model Classifying quality attributes The advantages of classifying customer requirements by means of the Customer Satisfaction Model of Kano are as follows: ... Importance-Satisfaction Model Classifying quality attributes Kano’s model has a deficiency in that the degree of importance of quality attributes is neglected. As the degree of impo... A Closer Look Into Customer Value Customer Value Analysis, Strategic Marketing, Innovation Strategy It is often argued that customer value is required for staying competitive and successful as organization. But in what w... Classifications of Human Needs (Employees, Consumers) Motivation, Marketing, Human Needs One of possible ways to classify human (employee, consumer) needs is to break them down into: - Biogenic Needs (essenti... Approaches to Understand your Customer's Needs Customer Targeting, Customer Needs Identification, Customer Behavior In order to transform your customer’s experience and to better understand your customer’s needs, it is helpful to constr... Why are Brands Often So Similar? Understanding Brand Similarity/Parity Branding, Brand Management, Brand Parity, Brand Similarity, Know Model, Brand Differentiation Despite of the efforts of companies to differentiate their brand from other brands, in many product categories a high le... Relation Between Employee & Customer Satisfaction Why Employee Satisfaction Matters for Customer Satisfaction Some investigations have shown an explicit realtion between employee and customer satisfaction: - As an example, a stud... The Three Stage Model of Service Consumption (Service Encounter) Consumption Behavior, Service Marketing, Strategic Marketing Management According to the three-stage model of service consumption, consumers go through 3 stages of service encounter namely; th... Extreme Customer Trust as a Source of Competitive Advantage Competitive Advantage, CRM, Customer Loyalty, Customer Intimacy Many companies are already highlighting the importance of trustworthiness by setting and sustaining honest prices and pr...

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