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From the Library of Wow! eBook in .NET Get datamatrix 2d barcode in .NET From the Library of Wow! eBook

From the Library of Wow! eBook use visual studio .net data matrix maker tobuild datamatrix with .net Oracle Reports Service 9 . Understanding and Managing Customer-Driven Requirements Very Satisfied Degree of Satisfaction Delighter Linear Satisfier Satisfier with Diminishing Marginal Utility Well Done Quality of Implementation Absent Basic Need Dissatisfied Kano Model while excel .NET datamatrix 2d barcode lent ful llment of them will only avoid dissatisfaction. Their absence may make the product useless.

2. Satis er needs: Value drivers on which customers tend to focus are those with which they have dif culties with current products and therefore want increased levels of bene t. The conclusions from market analysis need to be clear about the details of these Satis er needs, the competitive gaps among current products, the slope of the value/ful llment curve (Figure 9.

1), and whether or not there are diminishing returns. These attributes tend to be tied closely to price. They re ect the value proposition and are the domain of competition in the market.

The slope of the curve is analogous to customers rating of importance. For example, for passenger cars the ef ciency of fuel consumption may be a strong value driver for those who drive long distances and who currently suffer low mileage. Rising fuel prices will tend to drive up the importance.

However, the importance of that characteristic may diminish as the fuel ef ciency increases or as the purchase price of more ef cient cars increases. These preferences may differ greatly across countries and localities. In a population strongly worried about the environment, customers may not lose interest in fuel economy until it reaches much higher levels.

They may be willing to pay more to get that bene t. Country settings, where gas stations are few and far between, may generate stronger interest in fuel economy. Or is the range of.

From the Library of Wow! eBook How Requirements Flow Down driving wit h a full tank the real value driver, as would be the case where higher horsepower is also a performance attribute These more-is-better value drivers may be signi cant to customers decisions to purchase additional products. 3. Delighters: Customers may bene t from new and unique attributes of which they are unaware.

These capabilities surprise and excite them with clear bene ts that they did not expect. They are wow factors. However, since customers are unfamiliar with the opportunity for those bene ts, they tend not to be able to tell you about their need for them.

Product developers who work with customers may recognize those opportunities by observation or by being customers themselves. Creative features that provide unexpected bene ts may be a signi cant source of product differentiation and thereby play a major role in customers purchase decisions. What is your strategy for winning customers You can use the Kano Model to understand how Delighter, Satis er, and Basic attributes are implemented in your strategy.

Identifying the Delighters is an activity that will pay great dividends. Satis er attributes will tend to be linear differentiators. The more you deliver a Satis er attribute, relative to competitors, the greater your product differentiation will be.

The diminishing returns can be encountered when incremental units of performance come at increasing marginal costs. Consider the horsepower race for automobiles or the resolution race for nonimpact printers, where competitors engage in a leapfrogging strategy with speci cations. When you nd a Delighter, it s probably unique relative to competitive offerings.

If the other products have it, arguably it s no longer a Delighter. Being rst with a Delighter also can have great value, since today s Delighter is tomorrow s Satis er and, later, today s Satis er is tomorrow s Basic need. The wow factor for various features and functions changes over time, as a result of competition.

Devaluation is expected.. How Requirements Flow Down At the top of the hierarchy you have the value proposition that summarizes why customers should want to buy your product. Depending on the product, the customer needs are captured in the language and context of customers, independent of the solutions. These statements tend to be in softer, nontechnical terms that require translation into the technical, explicit language and context of the solution.

Those needs that are chosen to be addressed are embraced by the value proposition, supported by technical system requirements, and deployed into the requirements for the subsystems, assemblies, and components, and for the processes of manufacturing, service, and customer support. A given system requirement may be accomplished by one or more subsystems with their component functions and sub-functions. When deploying requirements throughout the system, development teams should evaluate the consequences for the production processes.

They begin with the manufacturing of critical components and materials, through the assembly and installation, including the maintenance and repair of the system. Figure 9.2 illustrates the ow-down of requirements.

10 on Quality Function Deployment describes this useful methodology in detail. Shown above the rst dashed line are the activities that are usually included in the domain of requirements gathering and translation. Between the rst and second dashed lines are the activities that lead to the selection of the design concepts.

This deployment depends on the baseline system architecture and those subsystem concepts chosen to implement the product. These dependencies allow development teams to.
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