With Brooke Shields and Madonna leading the movement, the more, more, moreness of the 1980’s held true for eyebrow shape. If you’ve let your brows run wild, just call it a ‘70s revival. The 1970’s marked the return of the natural brow as the hippie movement took flight - think natural shape and less plucking à la Ali MacGraw and Lauren Hutton. If way too many fall out call your esthetician and ask them for a fill. Rub your eye while removing makeup, instead use a q-tip and gently remove any eyeliner or eye shadow.Use waterproof mascara, or any cosmetics that contain any glycol-based ingredients.Enjoy the attention you’re going to get.Take a little extra care when dealing with your new lashes.Silence your cell phone during the procedure.Use a blindfold to sleep (not too tight), this will protect your lashes.Brush your lashes constantly with a spoolie wand to avoid them tangling.Get your shower out of the way before application. Avoid getting your lashes wet for the first 8-10 hours after application.If you want your lash extensions to look beautiful for a long time there are certain things you need to do and some things you need to avoid. Next on the playlist: creating a product strategy.Eyelash extensions look fabulous, they make your eyes pop and as soon as you wake up you feel like a princess. When you use this model, give a mental “thanks” to Professor Kano. And pick one or two attractive needs for competitive differentiation and customer delight.
For the performance needs, choose the right set at the right level to ensure an attractive, competitive product. For any product or service, you have to meet the basic needs or customers won’t consider you. We’ll talk about new product development later, but this model also helps guide feature and functionality choices. Using the Kano model is an easy way to separate these needs into three categories and draw additional insight. This is a good example of an attractive need.Īfter ethnographic research with your target customers, you’ll come back with a mess of notes, especially about all their various needs. If this doesn’t happen, I don’t feel negative about it-I wasn’t expecting it in the first place. If my wife and I are very lucky, we might get upgraded to business class. From a customer standpoint, more is typically better with performance needs (except for price).
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On the flight from San Diego to Tokyo, Japan Airlines has direct flights, pleasant service, a good movie selection, and my favorite Yebisu beer. These are all performance needs-and companies compete to best satisfy these needs. We also want the flight to be comfortable, convenient, and affordable. These are “must-be” requirements for any product or service.
However, if it didn’t show up, we wouldn’t be happy-or to use the model’s language, we’d be disgusted. We aren’t thrilled that our luggage made it, and we don’t jump for joy or give each other high-fives we just expected this. If our luggage shows up on the carousel in Tokyo, we pick it up and leave. When we travel, we sometimes check luggage, and our need is to not only get ourselves to Japan but also our bags. To understand the model, I’m simply going to use a personal example of flying from San Diego (where we live) to Tokyo (where our son lives). Using this simple graph, we can start separating and analyzing customer needs. On the y-axis, we can chart how we feel about this: disgusted or delighted.
On the x axis, we can plot how well a need was met: poorly (or not met at all) or met very well. It’s a very useful tool for us product managers. This approach was developed by Japanese professor Noriaki Kano in the 1980s to help categorize and prioritize customer needs, to guide new product development, and to enhance customer satisfaction. Customers have different priorities and meanings attached to these needs, and as a product manager, you need to understand this. Your customers (or potential customers) are trying to solve an issue or realize an opportunity. Let’s continue with this theme, and talk through an approach for analyzing all those customer needs you discovered from your research. In our last lesson, we spoke about researching customer needs. Welcome back to our course on strategic product management. Episode #6 of the course Becoming a more strategic product manager by Todd Birzer
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