Let’s be honest, not all product features are equal. Some are non-negotiable, others are differentiators, and many are just noise. As a product leader, how do you know which is which? How do you know what feature to prioritise and what gets thrown out of your product roadmap?
Dr. Noriaki Kano recognized this struggle that product managers face in product feature prioritization. His KANO Model is built on the fundamental truth that not all features impact customer satisfaction equally. This framework provides one of the easiest and most effective ways to prioritize product features based on their potential to satisfy and excite clients.
If you're searching for the KANO Framework for product managers or an effective way to prioritise product features, this guide will help you understand and apply this framework easily.
Why product managers need a fresh take on feature value
“The value is in what gets used, not what gets built.” Kris Gale, former VP of engineering at Yammer.
Let’s be real, most of us have been there. You’re staring at spreadsheets longer than your arm, filled with RICE scores and effort estimations. Maybe you’ve even got a gut feeling about what’ll be a hit. But how often does that tell you what will delight users versus what will just stop them from churning? Without a clear understanding of how users react to each feature and their true needs, too many teams still fall into these traps:
- Building what they think customers want without testing its emotional impact
- Treating every idea as equally urgent or valuable.
- Assuming that satisfaction scales linearly with feature complexity.
The result? Over-engineered products. Underwhelmed users. A backlog bloated with “nice features” that no one actually uses.
This is where the Kano Model becomes transformational, adding customer satisfaction to feature assessment and allowing teams to prioritize based on what actually moves satisfaction.
What is the KANO model?
Think of it as a direct method for prioritizing features based on how they satisfy and delight customers. Unlike other frameworks like RICE, MoSCoW, ICE, and Value vs. Effort, KANO explicitly considers customers' emotional responses to features and prioritizes product features based on two critical factors:
- Their potential to truly satisfy customers.
- The investment required to implement them.
This comparison helps categorize features into five key areas:
1. Basic features
These are the price of entry. Users expect them, and if they're not there, you’ve got a problem. Think of payment security in an e-commerce checkout. If that’s shaky, forget about everything else. Having it doesn't earn you bonus points; lacking it earns you angry customers.
2. Performance features
This is "the better, the more satisfied" category. Users notice improvements and are happier the better these features are. Dr. Noriaki described this as “one-dimensional” due to the direct correlation between investment and satisfaction. An example is the resolution of a phone camera.
3. Delighters
Users don't necessarily expect these features. But when they encounter them, it delights them. These are your differentiation levers, the things that build loyalty. For example, Seamless integration with a niche industry tool that users wouldn't typically expect.
4. Indifferent
These are the features that users don't care about. They don't increase or decrease satisfaction. Building these is a waste of precious resources. Think custom avatars in a B2B analytics dashboard, cool maybe, but does it move the needle? Nope.
5. Reverse
These are tricky because their presence can cause customer dissatisfaction in some customer segments. For example, autoplay videos in a learning app could be great for some, but a major annoyance for others.
Pro tip: It’s best to avoid features in the indifferent and reverse category
Applying the Kano framework to your work
So, how do you put this into practice?
Here's a step-by-step guide:
Step 1: Craft a KANO Survey (Keep It Focused):
For each feature you're evaluating, you need to understand both the upside (if it's there) and the downside (if it's missing). That means asking customers two key questions:
- Functional: "If we had this feature, how would you feel?"
- Dysfunctional: "If we didn't have this feature, how would you feel?"
The response options include: Like it, Expect it, Neutral about it, Can tolerate it, or Dislike it
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Pro Tip: Aim for a concise survey focusing on your most critical 8-10 features.
Step 2: Pair Surveys with Qualitative Interviews
Think of the survey as casting a wide net; interviews are about reeling in the valuable catches. I.e., Surveys provide the what. Interviews unlock the why. At dualoop, we never rely on surveys alone. Contextual conversations reveal:
- Emotional drivers behind expectations
- Hidden delighters users would never articulate
- Segment-specific reactions based on job-to-be-done
(Related reading: How to Run Interviews During Product Discoveries – Timoté Geimer)
Step 3: Map and Interpret results
Once you've got your survey responses and interview insights, it's time to make sense of it all. Plot your features on a Kano chart (satisfaction vs. implementation).
This visual will help you prioritize with clarity:
- First, fix what's basic: Prioritize the missing "Basic Needs".
- Next, improve what matters: Focus on "Performance Needs," where investment directly translates to increased satisfaction.
- Finally, layer in the magic: Strategically add "Delighters" to build loyalty and differentiate your product.
The KANO shift: how features evolve over time
What users once raved about can quickly become the new normal. Think about it: real-time collaboration in Google Docs. Back in 2012, it was a game-changer. Fast forward to 2025? It's just expected. If your document editing tool doesn't have it, you’re behind the curve.
As Teresa Torres wisely put it: "Ask yourself regularly: what has quietly become a basic expectation?"
This isn't a one-time analysis. User expectations are a moving train. What sits in the "Delighter" quadrant today might very well slide into "Performance" or even "Basic Need" tomorrow.
So, product teams need to continuously monitor user satisfaction and revisit their Kano analysis to stay ahead of these shifts. Ignoring this evolution is a surefire way to end up with a product that feels dated, no matter how innovative it once was.
Common mistakes when applying KANO
While the KANO Model offers valuable insights, there are common mistakes product teams make that you need to avoid:
Over-relying on surveys
Surveys provide quantitative data, but without qualitative research to understand the "why" behind the responses, you risk misinterpreting the results and prioritizing features that don't truly drive value.
Ignoring user segmentation
Different user groups often have varying needs and expectations. Failing to segment your audience can lead to misguided prioritization.
Trying to please everyone
Some features naturally appeal to some users while alienating others. Attempting to accommodate everyone will result in a complex and diluted product.
When (and when not) to use KANO
✅ Use KANO when:
- Prioritizing features in post-discovery interviews
- Revisiting product-market fit assumptions
- Designing for differentiated value in mature categories
- Aligning roadmap bets with perceived user value
❌ Don’t use KANO:
- As a standalone prioritization tool (always pair it with real user input)
- In the absence of contextual research
- Without follow-up interpretation by the product trio
KANO framework case study: a travel app learns what not to build
Imagine a product team trying to make their travel app stand out in a sea of competitors, having feature ideas flying, and the pressure to build everything. To cut through the noise, the team could run a Kano study on four potential features:
- Currency converter
- Real-time weather alerts
- Augmented reality city guides
- Emergency translation support
Based on the Kano Framework, the team could garner the following results against their original thoughts, as shown in the table below.
This is the power of Kano: it forces you to make intentional trade-offs instead of operating under the illusion that "everything is important."
(Want to see how this plays out on a larger scale? Check out our Intigriti case study for a real-world example of shifting from output to outcome.)
Final thoughts
The core insight of KANO is this: not all features are created equal. It challenges us to look beyond function and into perception and discover what delights, disappoints, and simply doesn’t matter.
In doing so, it shifts the conversation from volume to value, which is important to build a product that resonates and fosters loyalty.
Kano helps teams focus their time on the things that actually change user behavior, or at the very least, user sentiment. And that’s the kind of focus that defines a strong product strategy.
References and further reading
- Organisational excellence through product management
- Product discovery: how to mix creativity and strategy
- Decoding product operations
- Kano, N. et al. (1984). Attractive quality and must-be quality
- Product Talk – Teresa Torres
- SVPG – The Four Big Risks – Marty Cagan
- Lenny’s Newsletter
- Ask Gib (Substack)
- dualoop blog
FAQ: the KANO model in product work
What does the Kano Model actually measure?
The KANO Model helps teams understand how different types of features influence customer satisfaction. Rather than assuming all features deliver the same kind of value, KANO reveals which features are expected (and cause frustration when missing), which ones improve satisfaction the more they are optimised, and which ones delight users unexpectedly. This emotional mapping helps teams focus on outcomes rather than outputs, leading to smarter roadmap decisions and a tighter connection with user needs.
How often should I run a KANO analysis?
Ideally, a KANO analysis should be conducted any time you're exploring a major product initiative, reassessing product-market fit, or refining your roadmap based on evolving user expectations. It's particularly helpful during quarterly planning and OKR setting. Additionally, it's useful after major market changes or when entering new segments, as user expectations shift over time and vary by audience.
Can I use Kano with other prioritisation frameworks?
Yes, and you should. KANO doesn't replace frameworks like RICE, MoSCoW, or ICE; it enhances them. While those frameworks often focus on business metrics like reach, impact, or cost, KANO brings in the emotional and perception-based layer that those methods often miss. Combining KANO with other tools creates a more balanced and robust prioritisation process, especially when working cross-functionally with stakeholders who care about different success criteria.
Is KANO only useful in B2C?
Not at all. While KANO is often associated with consumer products due to its focus on delight and emotional response, it's equally applicable in B2B. For example, enterprise users have expectations around security, speed, and efficiency, but they also appreciate elegant interfaces, time-saving automation, or helpful nudges. Understanding which features B2B users find delightful vs essential can drastically improve adoption and reduce churn.
Is KANO in dualoop’s official playbook?
While the KANO Model isn't explicitly named in our Product Execution Flow, it aligns strongly with how we approach discovery and feature validation. Our emphasis on continuous product discovery, user interviews, assumption mapping, and Opportunity Solution Trees all reflect the spirit of KANO, especially when understanding what truly matters to users. It’s a natural extension of our maturity audit and discovery toolkit.
