Prioritizing Customer Needs Using the Kano Model

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In any customer or end‑user design effort, there are countless preferences, needs, and requirements to consider. A critical step in the design process is determining which needs are the highest priority.

One simple but powerful approach is the Kano Model, developed by Professor Noriaki Kano in the late 1970s and early 1980s. The model challenged the assumption that improving all product and service attributes equally leads to higher customer satisfaction. Instead, Kano demonstrated that different attributes influence satisfaction in different ways.

Must-Be Needs

Must‑Be needs are the basic expectations—table stakes. Fulfilling them does not create satisfaction; failing to fulfill them creates strong dissatisfaction.

Example: On a commercial airline flight, safety is a must‑be requirement. A safe flight does not delight customers; an unsafe one is unacceptable.

Because they are deal‑breakers, must‑be needs must be fulfilled before any other category is considered.

One-Dimensional Needs

One‑Dimensional needs follow a linear pattern: the better the performance, the higher the satisfaction. These are often described as “more is better.”

Example: On‑time performance for an airline. The later the flight, the greater the dissatisfaction; the more reliably on time, the greater the satisfaction. 

Once must‑be needs are met, one‑dimensional needs typically determine competitive positioning. The target performance level depends on business strategy.

Attractive Needs

Attractive needs—often called “delighters”—are unexpected features that create satisfaction when present but do not cause dissatisfaction when absent.

Example: The introduction of frequent‑flyer programs in the early 1980s. American Airlines’ AAdvantage program delighted customers, but competitors quickly copied it (within weeks, United Airlines launched MileagePlus), and over time these features become must-be needs.

Attractive needs should be prioritized only after must‑be and one‑dimensional needs are reliably fulfilled.

Reverse Needs

Reverse needs occur when attempts to improve satisfaction unintentionally create dissatisfaction. When a reverse need is fully fulfilled, it makes the experience worse; when absent, customers are neutral.

Example: Airlines padding schedules to improve on‑time arrival statistics. Early arrivals often result in sitting on the tarmac waiting for a gate—an unintended source of frustration.

Reverse needs should be eliminated or redesigned immediately.

Indifferent Needs

Indifferent needs are attributes that customers simply do not care about. Improving them does not increase satisfaction or dissatisfaction.

Example: Free checked luggage for a customer who always carries on. The benefit has no positive or negative impact on their experience.

Like reverse needs, indifferent needs should be removed to avoid wasting resources.

Prioritizing Needs

Kano Model Example Application

A Kano analysis was conducted on the customer needs (summary below).

Possible next steps include validating the Kano analysis with customers and proceeding to design the forecast output report and the forecasting process.

Summary

Whether prioritizing customer needs in a design process or identifying internal improvement opportunities, the Kano Model offers a simple and effective way to determine what matters most.

This structure helps teams focus resources on the needs that truly influence customer experience and business outcomes.