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The purpose of this study is to propose an effective mechanism of developing innovative ICT‐enabled services from the perspective of experiential marketing with the aim to utilize a commonly used product design model of Kano.

To illustrate the application of the integrative approach of mechanism, a case of innovative ICT‐enabled residential video surveillance is given to identify customer needs based on Bernd Schmitt's five strategic experiential modules (SEMs). Afterward, the Kano questionnaire is developed and used in an on‐line survey. Data from 668 respondents are collected and analyzed in light of Kano's method.

A total of 15 innovative service requirements is identified. Among them, seven requirements are attractive and eight are one‐dimensional attributes according to Kano's method of categorization.

Under the competitive situations that most of the ICT‐enabled service providers provide similar products and services, firms need to grasp customer needs and wants and convert them into deliverable services promptly. The result reveals that integrating Kano model with SEMs are good tools in exploring customer needs and wants for ICT‐enabled services.

To explore the experiential aspects of consumption has become the most important source for value creation. However, it is hard to find a systematic approach with common language for cross‐functional design team. This study aims to solve this problem by incorporating two well‐known models. Though the models used are widespread, it is rarely found in using Kano's model to explore the experiential aspects of consumption; likewise, SEMs are rarely implemented systematically.

This study aims to revise the weights in the interrelationship matrix of the house of quality.

After determining customer requirements (CRs) and product design characteristics (PDCs), a house of quality (HoQ) has been developed and the interrelationships between CRs and PDCs have been determined and classified using the Kano model. The PDCs have been prioritized based on the classic HoQ and the revised HoQ. Finally the results have been compared and discussed. The television design of Entekhab Industrial Group, the largest producer of home appliance products in Iran has been selected as a case study.

Results indicated different sets of priorities derived from the two approaches. Particularly, the difference between the revised HoQ and the classic approach was due to the nonlinear relationship between CRs and PDCs.

This study was performed merely on a single product of a company, and the case study results cannot be generalized to all of the home appliance industries.

Developing the application of the Kano model in computing and revising the weights of the cells in the interrelationship matrix of HoQ is the main contribution of this paper.

The purpose of this paper is to provide a solution for differentiating must‐be and attractive quality dimensions of the Kano model.

The distance between the three curves of must‐be/attractive dimensions has been assumed as equal and the linear logarithmic transformation has been used in order to compute new k (Kano category) values for differentiating the dimensions. Then, the new values have been examined in a case study at the Amin Parvaz air travel agency in Isfahan and the results have been compared with those of the traditional Kano approach.

The new methodology as an example suggests k‐values of 2, 3 and 4.5 for less, moderate and more must‐be dimensions, respectively; and 0.5, 0.7 and 0.98 for less, moderate and more attractive dimensions, respectively. Also, the results of the case study indicate that the new methodology is significantly effective in differentiating Kano dimensions and provides more accurate prioritization of the dimensions compared to the traditional approach.

Although the new methodology evolutes the Kano methodology and could benefit other quality tools and techniques such as quality function deployment more effectively, the case study is limited only to a particular service company and the questionnaire is long and time‐consuming.

The proposed solution provides new enhancement into the knowledge of quality management. It is believed that the proposed approach facilitates analysis and decision making, particularly in cases where the frequency of attractive, one‐dimensional and must‐be dimensions are equal.

Kano's model is extensively applied in industry and by researchers. However, the model has a shortcoming in that enterprises cannot use it to evaluate the influences of quality attributes on product precisely; the lack of consideration of the different attribute strengths among 25 possible outcomes affects judgment of the categories in Kano's evaluation sheet. The aim of this study is to measure the quality attribute strength of 25 possible outcomes in the evaluation sheet to develop a new Kano's evaluation sheet to improve the accuracy of the classification of the quality attributes.

This study develops a new Kano's evaluation sheet, and defines the canonical and non‐canonical judgment of the evaluation sheet based on a novel “similarity” calculation which calculates the response frequency and the distance between canonical judgment and non‐canonical judgment.

Quality attribute strength is probed and compared with the traditional Kano's evaluation sheet. The new Kano's evaluation sheet is more practical because it supports a precise judgment of the category of quality attributes. Empirical results also demonstrate that the new Kano's evaluation sheet is practical.

The new evaluation sheet presents not only a different logic of classification and statistical method for analyzing quality attributes, but also reviewed judgments of the category of quality attributes from Kano's traditional evaluation sheet.

The purpose of this study was to examine overall customer satisfaction associated with medical service quality in Taiwan by integrated Kano’s model and customer satisfaction index model. Another purpose was to confirmed nonlinear and asymmetric relationship of Customer Satisfaction and Quality Performance by the research outcome. By analyzing 1,100 patients or their family members, this study used the structural equation model (SEM) with AMOS software for data analysis. The results show that must‐be attributes, one‐dimensional attributes and attractive attributes had a direct effect on overall customer satisfaction, Surprisingly, overall customer satisfaction had positively influenced customer loyalty customer satisfaction had negatively influenced customer complaints. The study also found that customer complaints have direct effect on customer loyalty. Importantly, the study found out the must‐be attributes, the attractive attributes and one‐dimensional attributes increased, the level of overall customer satisfaction also increased. The customer satisfaction positively influences customer loyalty in medical service quality in Taiwan. The findings might reveal new insights for researchers dealing with quality of medical service and for hospital managers who devote resources exclusively to achieving highest possible levels of patient satisfaction.

The aim of this paper is to discuss the use of the theory of attractive quality and the Kano methodology in an experience context in order to understand how different experienced attributes contribute to delight and satisfaction among customers.

The study applied theoretical and quantitative approaches in order to examine the theory of attractive quality and the Kano methodology. A total of 270 respondents responded to the survey instrument, which was based on qualitative interviews.

The research showed that existing questions and answering alternatives included in the Kano methodology must be adapted to the nature of experiences. The paper contributes in the form of a new evaluation table, having shown that existing tables were invalid in relation to the importance rating and the Must‐Be>One‐dimensional>Attractive>Indifferent evaluation rule. Finally, the paper also shows how hedonic attributes create delight and utilitarian attributes create satisfaction, which contributes to a holistic offering.

Managers should address the fact that simply including an attribute is not sufficient; they must also consider its nature and how it performs and attach to the offering when studying experiences to understand how it contributes to either delight or satisfaction.

To date, few studies have addressed or discussed the consequences of applying the theory of attractive quality and the Kano model – including its rules for classification – to experience‐based offerings. The present article does this and also offers a theoretical extension of the theory of attractive quality and service marketing in terms of how customers holistically consider value and how Kano survey results should be analysed.

Statistics shows terrifying tendencies in people’ unwillingness to develop themselves by reading books. The situation is even more serious if we look at companies and their employees. People want to be specialists, but in fact reading culture in companies is rare. Many actions which are undertaken to reverse this trend may lead to sales increase of books by collecting them instead of reading them, if the quality of handbooks will not be improved. To enhance people to read, it is essential to offer them a product that would really satisfy their needs. The study presented in the paper contributes to the knowledge about some general practitioners requirements for handbooks on methods, in particular these used in quality and management. It shows also the usefulness of Kano’s model application in the new area. A case study was conducted with the application of Kano’s model to identify potential readers’ expectations of a handbook for practitioners in problem-solving methods. The research was based on sample size equal to 376 different people: managers, specialists, operators, directors, students and professors in Poland. As a result, a book on problem solving method called “5 why” was created to verify if the model really works.

It shows the usefulness of Kano’s model application in the new area of education.

Potential readers’ expectations of a handbook for practitioners in problem solving methods were identified. The research was based on sample size equal to 376 different people: managers, specialists, operators, directors, students and professors in Poland.

By taking into consideration expectations from customers, authors of books and educational services may improve their works. Both sides would make profits form this: customers – better product, authors – bigger and satisfied audience.

From many previous researches, it is known that the Kano’s model is a useful, practical tool for industries; however, studies show that it is also well applicable in providing education service. As a result of the research, a book on problem-solving method called “5 why” was created to prove if the model really works in practice.

Automobile industry has been the backbone of manufacturing sector in any country. During the past decade, passenger car industry has emerged as the one of the growing sectors in the Indian economy. Technological features in the passenger cars industry has been evolving in the global market, and customers have been the most important stakeholders to judge the requirement of these features. Therefore, the purpose of this paper is to analyze the customers’ need for these emerging technologies using Kano model of customer satisfaction.

This paper has used the Kano model to assess the customer satisfaction for Indian passenger car companies. Overall, 250 customers of passenger cars from Northern India have been surveyed using well-structured questionnaire designed as per the Kano model. On the basis of responses, this study has categorized the technological attributes of passenger cars as attractive, must be, one-dimensional and indifferent.

“Auto Gear Shift” system has emerged as a must be attribute. “Premium surround system” has been categorized under one-dimensional attribute. “Communication between vehicles,” “integration with smart phone,” “connecting applications,” “dual-stage airbags,” “in-dash navigation system,” “rearview camera,” “heated and cooled seats,” “built-in fourth generation long term evolution,” “Wi-Fi system” and “automated window cleaning system” have emerged as attractive features. The customers have been indifferent about “gesture control,” “reality display on car wind screen” and “run-on-flat tyre.” In contradiction to the popular belief, this study has found that customers have shown Indifferent attitude toward “hydrogen fuel-operated cars” and “battery cars.”

This present study gives insight about the acceptability of various emerging technological features in Indian car market. This study has fulfilled the existing dearth in assessing the customers’ insight about the implementation of these emerging technologies in Indian cars. This paper will be helpful to the manufacturers to inculcate the voice of the customers in designing the new technologies for the passenger cars.

Previous studies across the globe have applied Kano model for assessing customers’ satisfaction in various industries, but according to the authors’ knowledge, hardly any study was conducted in context of technological attributes for Indian passenger car companies.

In this study, an integrative approach of customer satisfaction and cost of quality has been proposed for the value analysis of products based on a cost–benefit ratio.

For the integrative approach, Kano and prevention-appraisal-failure (PAF) models have been applied. By the proposed approach, the value of products can be analyzed according to customer viewpoints and cost of quality. Four products of a home appliance company have been used to examine the new approach.

Findings indicate the priorities of the studied products as stove, TV, fridge and washing machine, respectively. Such a set of prioritized products plays a strategic role in the competitive advantage of the studied company.

In this study, the weights of the cost of quality items have been assumed as equal. Also, the costs of quality items were limited to the most important ones at the studied company. However, more cost of quality items might be considered in different case studies.

In this study, the Kano and PAF models have been considered simultaneously for product value analysis from the viewpoint of customers. In addition to the classic method of value analysis which is merely based on previous events, the proposed approach is typically proactive.

Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is one of them. In order to comply with customer (auditor) expectations toward 5S practice, this paper assists wafer fabrication managers in allocating the limited resources to places that are valued most by their customer. The paper aims to discuss these issues.

This paper applied Yang's refined Kano model to Ho's 5S checklist to prioritise these checkpoints for a FAB. An empirical study based on Ho's 5S checklist from experienced internal auditors (respondents) to prioritise 5S activities was explored to justify its feasibility for a FAB and importance-satisfaction for customer.

An empirical study in a case FAB demonstrated how the refined model prioritised 5S activities based on Ho's 5S checklist. The result of this study further showed that quality attributes possess different identities, which could offer management more framable scopes to implement 5S practice and sustain 5S scene management.

Since this empirical study was focused on a 300-mm wafer fabrication company, the results and findings may not generally explain other wafer-size fabrications.

This study was applied to a real-world case of a newly built 300-mm semiconductor fabrication in Taiwan. It is a straightforward bridge to link a methodology in a practical manner to disseminate information to both researchers and practitioners.

From the adoption of the refined Kano model, specific required check points for 5S practice are transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritised for semiconductor wafer fabrication under resources constraints to cater customer's 5S expectations and to generate more attention in building-up a much more robust scene management. This paper provided a systemic way to prioritise 5S activities for a semiconductor wafer fabrication.