The Kano model

Noriaki Kano · 1984

Some features delight, some merely satisfy in proportion, and some are only noticed when they are missing.

Its place in the frameworkBusiness Core›Value Proposition

What it does

It sorts what a product offers into categories with different relationships to satisfaction — the expected, where more brings no credit and absence brings anger; the linear, where more is straightforwardly better; and the unexpected, which delights precisely because nobody asked. Its sharpest observation is that categories decay: today’s delight becomes tomorrow’s expectation.

Reach for it when: When deciding what to build next and every candidate feature is being argued as equally important.
Where it stops: Placing a feature in a category depends on a survey with a particular question format, and the answers move with market and segment. It is a snapshot, not a property of the feature.

Noriaki Kano et al., “Attractive Quality and Must-Be Quality”, Journal of the Japanese Society for Quality Control, 1984.

Why it sits at Value Proposition

What the organisation offers, stated in terms of what it does for someone. A value proposition is a claim about the customer, not a description of the product.

A model is only useful when you reach for it at the right moment. This one answers a question that arises here — so it is filed here, and nowhere else. These are the working areas it serves:

Customer jobs and painsChristensen’s jobs-to-be-done framing, and the customer-profile half of the Value Proposition Canvas.
The offerOsterwalder’s Value Proposition Canvas, where pain relievers and gain creators are matched to the customer profile.
DifferentiationPorter on competitive positioning, and the standard test of substituting a rival’s name into the statement.
ProofWork on buyer risk and evidence in complex sales; the harder the claim, the more the proof carries.

All of Value Proposition

What it touches elsewhere

Nothing in a business is decided on its own. A conclusion reached with this model at Value Proposition lands in these other cores, whether or not anyone follows it there.

Market CoreThe target audience defines whose jobs and pains the proposition addresses.
Brand CoreThe brand promise is the proposition made external and repeatable.
Omni CoreThe journey is where the proposition is either delivered or contradicted.
Goal CoreA change of proposition is a strategic goal, not a marketing task.

Filed at the same place

These answer questions that arise at Value Proposition too. Where they disagree with this one, the disagreement is the useful part.

Jobs to be donePeople do not buy products; they hire something to make progress in a situation.
The value proposition canvasA structured way of checking that what you offer answers something the customer actually struggles with.
The Lean StartupTreat a new offer as a set of assumptions to be tested cheaply, rather than a plan to be executed.
Design thinkingUnderstand the person’s situation before defining the problem, and prototype the answer before committing to it.

Elsewhere in Business Core

These are other people’s models, named here so you can go to the source and use them properly. The Omnigoal is not affiliated with their authors and is not endorsed by them; nothing of theirs is reproduced here — no canvas, no diagram, no wording. Each is described in our own words, with the originator credited, because the framework is a place to put thinking, not a replacement for the people who did it. Model names and trademarks belong to their respective owners and are used here only to refer to the work itself.

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