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Identifying Customer Needs

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Ensure that the product customer-focused and no critical needs are missed ... For others, such as surgical instruments, the team may have to use the products ... – PowerPoint PPT presentation

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Title: Identifying Customer Needs


1
Chapter 4
  • Identifying Customer Needs

2
Why identify customer needs?
  • Ensure that the product customer-focused and no
    critical needs are missed or forgotten
  • Identify latent (hidden) and explicit needs
  • Fact base for justifying the product specs.
  • Archival record of the customer needs
  • Develop a common understanding of customer needs
    among members of the development team

3
Concept Development Plan
4
Subtle Distinction Needs Product Specs.
  • Needs are largely independent of any particular
    product we might develop a team should be able
    to identify customer needs without knowing if or
    how it will eventually address those needs.
  • Specifications do depend on the concept we
    select. The specifications for the product we
    finally choose to develop will depend on what is
    technically and economically feasible and on what
    our competitors offer in the marketplace, as well
    as on customer needs.

5
Similar Terms
  • Other terms used for Customer Needs in industrial
    practice
  • Customer attributes
  • Customer requirements

6
Five-Step method to Identify Customer Needs
  • Gather raw data from customers
  • Interpret the raw data in terms of customer needs
  • Organize the needs into a hierarchy of primary,
    secondary, and (if necessary) tertiary needs
  • Establish the relative importance of needs
  • Reflect on the results and the process

7
Mission Statement
8
Step 1 Gather Raw Data from Customers
  • Interviews
  • Focus groups
  • Observing the product in use

9
1.Interviews
  • Development team members discuss needs with a
    single customer.
  • Interviews usually conducted in the customers
    environment and typically last 1-2 hours.

10
2. Focus Groups
  • A moderator (a team member or a professional
    market researcher) facilitates a two-hour
    discussion with a group of 8 to 12 customers
  • Typically conducted in a special room equipped
    with 2-way mirror and videotaped
  • Participants are usually paid a modest fee (50
    to 100 each) total cost about 2500
  • Firms that recruit participants, moderate focus
    groups an/or rent facilities are listed in the
    telephone book under market research

11
3. Observing the Product in Use
  • Reveals important details about customer behavior
  • For example, a customer painting a house may use
    a screwdriver to open paint cans in addition to
    driving screws.
  • Observation may be completely passive, without
    any direct interaction with the customer, or may
    involve working side by side with a customer,
    allowing members of the team to develop firsthand
    experience using the product

12
3. Observing the Product in Use
  • For some products such as do-it-yourself tools,
    actually using the products is simple and natural
  • For others, such as surgical instruments, the
    team may have to use the products on surrogate
    tasks (e.g., cutting fruit instead of human
    tissue when developing a new scalpel)

13
Choosing Customers
  • Griffin and Hauser estimated that 90 percent of
    the customer needs for picnic coolers were
    revealed after 30 interviews.
  • In another case study , they estimated that 98
    percent of the customer needs for a piece of
    office equipment were revealed after 25 hours of
    data collection in both focus groups and
    interviews.
  • As a practical guideline for most products,
    conducting fewer than 10 interviews is probably
    inadequate and 50 interviews are probably too
    many.

14
Interview Logistics
  • For example, if a 10-person team is divided into
    five pairs and each pair conducts 6 interviews,
    the team conducts 30 interviews in total

15
Lead Users
  • Needs can be identified more efficiently by
    interviewing a class of customers called lead
    users.
  • Lead users are customers who experience needs
    months or years ahead of the majority of the
    market and stand to benefit substantially from
    product innovations.

16
Lead Users
  • These customers are particularly useful sources
    of data for two reasons
  • They are often able to articulate their emerging
    needs, because they have had to struggle with the
    inadequacies of existing products.
  • They may have already invented solutions to meet
    their needs.

17
Which customer to select?
  • The choice of which customers to interview is
    complicated when several different groups of
    people can be considered the customer.
  • For many products, one person (the buyer) makes
    the buying decision and another person (the user)
    actually uses the product.
  • A good approach is to gather data from the end
    user of the product in all situations, and in
    case where other types of customers and
    stakeholders are clearly important, to gather
    data from these people as well.

18
Customer Selection Matrix
19
The Art of eliciting Customer Needs Data
  • Gathering needs data is very different from a
    sales call the goal is to elicit an honest
    expression of needs, not to convince a customer
    of what he or she needs.

20
Interview Questions
  • When and why do you use this type of product?
  • Walk us through a typical session using the
    product
  • What do you like about the existing products?
  • What do you dislike about the existing products?
  • What issues do you consider when purchasing the
    product?
  • What improvements would you make to the product?

21
General Hints for Effective Interaction with
Customers
  • Go with the flow.
  • Use visual stimuli and props.
  • Suppress preconceived hypotheses about the
    product technology.
  • Have the customer demonstrate the product and/or
    typical tasks related to the product.
  • Be alert for surprises and the expression of
    latent needs.
  • Watch for nonverbal information.

22
Documenting interactions with Customers
  • Audio recording
  • Notes
  • Video recording
  • Still photography

23
Audio Recording
  • Making an audio recording of the interview is
    very easy.
  • Transcribing the recording into text is very time
    consuming, and it can be expensive to hire
    someone to do it.
  • Could be intimidating to some customers

24
Notes
  • Most common method for documenting
  • Designate one person as the primary note-taker
    and have the other person concentrate on
    effective questioning.
  • Notetaker should strive to capture some of the
    wording of every customer statement verbatim.
  • Transcribe notes immediately after the interview
    to create a description of the interview that is
    very close to an actual transcript sharing of
    insights between the interviewers.

25
Video Recording
  • Almost always used to document a focus group
    session.
  • Useful for documenting observations of the
    customer in the use equipment and/or using
    existing products.
  • Useful for bringing new team members up to
    speed and as raw material for presentations to
    upper management.
  • Multiple viewings of video recordings of
    customers in action often facilitate the
    identification of latent customer needs.

26
Still Photography
  • Taking photographs provides many of the benefits
    of video recording.
  • The primary advantages of still photography are
    ease of display of the photos, excellent imagine
    quality, and readily available equipment.

27
Final Result of Data Gathering Phase
  • A set of raw data, usually in the form of
    customer statements but frequently supplemented
    by video recordings or photographs.
  • Please remember to write thank-you notes to the
    customers involved in the data gathering process.

28
Step 2 Interpret Raw Data in terms of Customer
Needs
29
Customer Data Template
30
Step 3 Organize the Needs into a Hierarchy
  • The result of step 1 and 2 should be a list of 50
    to 300 need statements.
  • The goal of step 3 is to organize these needs
    into a hierarchical list
  • Primary needs
  • Secondary needs
  • Tertiary needs
  • Organizing the needs into hierarchical list is
    intuitive

31
Needs Organization Procedure
  • Print or write each need statement on a separate
    card or self-stick note.
  • Eliminate redundant statements.
  • Group the cards according to the similarity of
    the needs they express.
  • For each group, choose a label.
  • Consider creating super groups consisting of two
    to five groups.
  • Review and edit the organized needs statements.

32
Hierarchical List
33
Step 4 Establish the Relative Importance of the
Needs
  • Useful in making trade-off decisions
  • Assign numerical importance weights for needs
  • Two basic approaches to the task
  • Consensus of the team members based on their
    experience with customers
  • Importance assessment based on further customer
    surveys

34
Importance Weights Consensus or Customer
Survey?
  • Obvious trade-off between the two approaches is
    cost and speed versus accuracy.
  • Few customer will respond to a survey asking them
    to evaluate the importance of 100 needs.
  • Typically the team will work with only subset of
    the needs. A practical limit on how many needs
    can be addressed in a customer survey is about
    50.

35
Example
36
Step 5 Reflect on the Results and the Process
  • Some question to ask include
  • Have we interacted with all of the important
    types of customers in our target market?
  • Are we able to see beyond needs related only to
    existing products in order to capture the latent
    needs of our target customers?
  • Are there areas of inquiry we should pursue in
    follow-up interviews or surveys?
  • Which of the customers we spoke would be good
    participants in our on-going development efforts?

37
Step 5 Reflect on the Results and the Process
  • Some question to ask include
  • What do we know now that we didnt know when we
    started? Are we surprised by any of the needs?
  • Did we involve everyone within our organization
    who needs to deeply understand customer needs?
  • How might we improve the process in future
    efforts?
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