Kano Model

The Kano model is a tool developed in the 1980s by Noriaki Kano that can be used to prioritize the critical to quality characteristics, as defined by the voice of the customer, this model is attempts on Allied Bank Limited to determine its customers preferences.

Allied Bank Limited

The Bank started out in Lahore by the name Australasia Bank before independence in 1942; and became Allied Bank of Pakistan in 1974. In August 2004, because of capital reconstruction, the Banks ownership was transferred to a consortium comprising Ibrahim Group; therefore, it was renamed as Allied Bank Limited in 2005.

Today, with its existence of over 70 years, the Bank has built itself a foundation with a strong equity, assets and deposit base. It offers universal banking services, while placing major emphasis on retail banking. The Bank has a large network of over 830 online branches in Pakistan and offers various technology-based products and services to its diverse clientele.

Areas of Customer Satisfaction

Exciters/ Delighters Satisfiers Dissatisfies

Exciters/ Delighters: Excitement attributes are for the most part unforeseen by the client but may yield dominant satisfaction; these attributes are used to help the customer discover needs that theyve never thought about before. These attributes provide satisfaction when achieved fully, but do not cause dissatisfaction when not fulfilled. These are attributes that are not normally expected, as the allied bank is offering extended business hours timing where the customer timing in five branches in Lahore, Karachi and Rawalpindi are 9.00am to 8.00pm, or bank offer home delivery services e.g. ATM or Cheque Book Delivery In a diverse product assortment, the excitement attributes act as the WOW factors and trigger impulsive wants and needs in the mind of the customer. The more the customer thinks about these amazing new ideas, the more they want it. Out of all the attributes introduced in the Kano Model, the excitement ones are the most powerful and have the potential to lead to the highest

gross profit margins. Innovation is undisputedly the catalyst in delivering these attributes to customers; organizations need to be able to distinguish what is an excitement today, because tomorrow it becomes a known feature and the day after it is used throughout the whole world.

Satissfier: These attributes are taken for granted when fulfilled but result in dissatisfaction when not fulfilled. An example of this would be delay in transactions due to communication failure. Customers are dissatisfied when the delay will happen, but when it does not happened the result is not increased customer satisfaction. Since customers expect these attributes and view them as basic, then it is unlikely that they are going to tell the company about them when asked about quality attributes. When customers discuss their needs, these needs will fall into this category. Then these attributes will form the weighted needs against the product concepts that are being evaluated. Dissatisfiers: One of the main points of assessment in the Kano model is the threshold attributes. These are basically the features that the product/service must have in order to meet customer demands. If this attribute is overlooked, the product/service is completely incomplete e.g. if the Allied branches are not offering treasury services (Cash Deposit, Payment & Utilities) If a new product is not examined using the threshold aspects, it may not be possible to enter the market like bank ask to bring original NICOP only for online fund transfer. Threshold attributes are simple components to a product. However, if they are not available, the product/service will soon leave the market due to dissatisfaction

References: http://www.processexcellencenetwork.com/six-sigma-quality/articles/the-kano-model-critical-toquality-characteristics/ http://en.wikipedia.org/wiki/Kano_model www.abl.com