顧客需求 . 設計方法 朝陽科技大學工業設計系 林登立助理教授 November 17,2004. preparing the design specification. The stage we are at in the design process - preparing the design specification - establishes specific targets for the new product.
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preparing the design specification • The stage we are at in the design process - preparing the design specification - establishes specific targets for the new product. • Factors which are included in the design specification will, hopefully, be delivered to the customer, whereas those which are omitted or overlooked probably will not. • It is, therefore, vitally important to get the design specification right in order to make sure that the new product is right. • But, what does it mean to say that the product is right? • We have seen what it means to get the product right for the company.
market orientation • But we have also seen in Chapter 2 that getting the product right for the company only increases the product's chances of commercial success by a factor of 2.5. • Getting the product's market orientation right increases its chances of commercial success by a factor of 5. • Market orientation has been considered so far in terms of competing product analysis and preliminary market research to identify the best product opportunity. • Now we must focus more closely on market orientation to determine the specific qualities of the product we need to deliver.
Product quality • Product quality means many different things to different people. • An engineer thinks of quality in terms of fitness for purpose and builds quality into a product by ensuring that the conditions under which that product fails exceed its specified range of operating conditions. • A production manager thinks of quality in terms of how easily the product can be manufactured to specification and measures quality by the proportion of products meeting quality standards through routine procedures. • A service engineer thinks of quality in terms of the length of the product's maintenance free operating life and the cost or difficulty of maintaining the product when it does break down. • These are all vital ingredients of a successful product and, as we shall see, have to be considered when specifying the quality standards which the new product must meet.
Simple model of quality • The starting point for considering product quality, however, must be more general than this. • The most important determinant of quality for a new product is the customer's perception of its quality. • The simplest way to think of this is shown in graph A of Figure 8.1. • The more a product achieves its intended qualities, the more we would expect customers to be satisfied.
Refined model of quality • Unfortunately, customer satisfaction is not as simple as that. • Failure to achieve certain qualities in a new product (such as the products primary function) will not just lead to low levels of satisfaction, as graph A predicts. • It is likely that customers will have noticeable feelings of dissatisfaction. • This is represented in graph B, where the origin represents no quality 'problems' in the product giving rise to neutral feelings of satisfaction in customers.
“basic” aspects of quality • Even this does not give a detailed enough picture of product quality because not all customer expectations carry the same weight. • Customers have certain basic expectations of a product, many of which they may not even be aware of. • Failure to achieve these basic qualities will give rise to great dissatisfaction but, because they are unspoken, achieving them does not give rise to any positive feelings of satisfaction. • When buying a new car, for example, customers have the basic, unspoken expectation that the car will have wheels. • Finding that the car does not have wheels will cause great dissatisfaction but no satisfaction will be achieved by the presence of wheels. • These basic expectations of quality are expressed in graph C.
“excitement” aspects of quality • At the other extreme there are product qualities, called excitement factors, which give rise to a great deal of satisfaction when they are achieved but their absence causes no dissatisfaction (graph D). • The first Sony Walkman contained a number of these excitement factors. • Achieving such excellent sound quality from a product which slipped inside your pocket gave rise to customer 'delight'. • Before the introduction of the Walkman, however, customers would not have expressed dissatisfaction about the fact that music players did not fit into their pockets. • This is because the desire for excitement factors is, like the desire for basic factors, unspoken. • The achievement of these excitement factors is said to satisfy 'latent' customer needs.
The 'Kano' model of quality • Graph shows basic and excitement factors together, in the'Kano' 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 'performance'. • Performance factors cover the range of qualities that customers have come to expect in a particular type of product. • The customer'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 air-bags, 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.
“Excitement” in Kano model • 'Unspoken', latent customer needs and wishes unprecedented in competing products. • Satisfying genuine needs, they are not just gimmicks. • Extrapolated from market research aimed at understanding of customer's underlying wishes and their unresolved frustrationswith existing products. • Failure to achieve excitement factors does not lead to customer dissatisfaction
“Basic” in Kano model • 'Unspoken' needs and wishes for features typical of, and expected from, competing products. • Difficult to discover through market research. • Discovered by competing products analysis • Failure to achieve any basic needs will lead to customer dissatisfaction.
“Performance” in Kano model • 'Spoken' needs and wishes for features familiar from competing 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 'basic' determinants of quality is by means of competing product analysis. • 'Excitement' factors must be extrapolated from market research aimed at understanding of customer's underlying wishes and their unresolved frustrations with existing products.
basic needs curve • The achievement of '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 of'excitement' 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 (i.e. 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 become basic needs. • In the 1950's a television with colour pictures was definitely 'exciting'. • By the mid 1960's it had become a performance factor - it was one of several qualities of a television which contributed to customer's purchasing decision. • Now, in the 1990's if you try to find a new black and white television in the shops, you will have a long hard search. • Colour has become 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 becomes 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 beneath that baseline will give rise to customer dissatisfaction. • This baseline is determined by the basic, unspoken expectations of customers (cars must have wheels) and a certain expectation of product performance. • Adding value above that baseline partly involves achieving higher levels of performance than are found in competing products. • The other part is to 'excite' customers with product qualities beyond their expectations. • Good product planning incorporates basic, performance and excitement factors into the design specification and aims for customer delight by achieving them all.
product opportunity • A product opportunity is a mis-match between the needs of customers and the offerings of competing products. • The description of that product opportunity is, and always should be, phrased in terms that customers would understand and that they themselves might use. • The new product should be cheaper, have more features, look more attractive or do things that no other product currently does.
competing product analysis • It is usual to start analyzing competing products before researching markets. • This can give the subsequent market research a nuch clearer focus and allow more structured and meaningful questions to be asked to potential customers. • To describe the variety of ways existing products will compete with the proposed new products. • To identify or evaluate opportunity for innovations. • To set targets which the new product must meet in order to compete effectively. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 170 設計方法研究室2004
problems of competing product analysis • Deciding what constitutes a competing product. • Establishing what characteristics of competing products to study. • Deciding what criteria to use to set targets for the new product. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004
1. what constitutes a competing product • Deciding what constitutes a competing product is not be as straightforward as it might seem • A Rolls Royce, for example, may safely be concluded not to compete with a compact, economy car. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004
where to draw the line • where to draw the line on competing products should be firmly based on market forces. • The choices customers face when making a purchasing decision will obviously depend upon the range of products stocked in the target sales outlets for your proposed new product. • These ‘stocked’ competitors must, therefore, be the focus for all competing products analysis. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004
2.Judgment for characteristics • Judgment is also needed in deciding what characteristics of competing products to study. • What you want to know about competing products obviously depends upon how you see these products competing with your proposed new product. • If the company’s strategy is to produce basic, low price products, then the price of competing products and the design factors which determine their cost of manufacture will be of greatest importance. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004
3. Setting targets • Setting targets, as described earlier, is the main aim of product planning. • In preparing an opportunity specification, the type of targets you need to set are those of relevance to the business performance of the proposed new product. • These generally amount to price and measures of product value 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004
competing product analysis • Product planning begins with a competing product analysis. • A major problem is encountered, immediately. • The company’s current range of 19 products covers 15 different types of product. • A preliminary review reveals that over 450 products could be considered to be competing products. • To analyse them all could take months. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 180 設計方法研究室2004
competing product analysis • The steering group makes the decision to continue with a preliminary review to try to identify how to go about developing quality, innovative and value-for-money products. • The 450 products are categorized in terms of how innovative they are (or would appear to be to customers), how good they appear in terms of value for money and how good they appear in terms of product quality. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 180 設計方法研究室2004
competing product analysis • The top products in each category are then analyzed in more detail to see what, if any, features they have in common and what generalizations can be made about the products judged highly. • A short list of 100 products is drawn up by the design team and a sample of each product is purchased. • Four non-technical staff are asked to be the judges; three females, representing the main purchasers of the products and one male. • They are asked, individually, to select the twenty best products from the hundred on three separate occasions. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 180 設計方法研究室2004
競爭產品分析， Conclusion • Confirmation of corporate objective to move up-market into quality, innovative products (which are still perceived by customers to be good value for money). • Pricing policy decision — An innovative, high quality new product should be priced around the 90th percentile of the product price range. 資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 183 設計方法研究室2004
knowledge of the market • One of the main assets of an established company, operating in a familiar market, is its knowledge of that market. • This must be used to the full in developing an opportunity specification. • A difficulty can arise if the people involved in product development are not the people with the best knowledge of customer needs. • The company sales force or the service personnel who maintain and repair products may have a much better understanding. • They should know what customers want, the extent to which the company's existing products provide what they want and how this compares with the performance of competing products.
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