Capturing Hearts 1998
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 Capturing Hearts 1998

The overriding purpose of everything Mazda does is to make customers absolutely satisfied with the quality of our products and services. Mazda has taken a number of steps to achieve this objective. Under the Quality Improvement Plan for fiscal 1998, Mazda reengineered processes in 19 separate areas to enhance product quality. Such processes included procurement, vehicle development and manufacturing.

   In addition to the Sales, Service and Parts CS (customer satisfaction) Committee, established in October 1996, Mazda set up the Mazda Dealer Counsel CS Committee Meeting in August 1997. This committee, responsible for providing counseling and advice on measures to raise customer satisfaction to the management of sales companies in Japan, is currently expanding the scope of its activities.

Capturing Hearts

Assuming a role as "lifestyle consultants", Mazda dealers have
contributed significantly to greater customer satisfaction.

   Mazda extended our CS Improvement Plan and CS Improvement Evaluations to encompass all global markets. Specifically, concentrated CS improvement activities have been initiated for selected dealers, with clearly defined targets for sales and after-sales services. As of April 1997, Mazda also included the implementation of "Mazda's Six Promises" as one of the dealers' obligations in Japan, and plans to implement this program in Europe. At the same time, starting April 1998, these promises have served as key criteria in awarding domestic dealers for overall top performances. Above all, these promises are aimed at ensuring customers are satisfied with Mazda vehicles and technical support.

   Mazda has also introduced a program in Japan to shorten the time between ordering and delivery, with an aim to deliver a vehicle within 15 days of receiving the order, on average. Overseas, Mazda completed trials of the same program in August 1997, and is currently in the process of extending the program to the major markets in Europe, the United States and Australia. The goal is to deliver a vehicle built in Japan for these markets within two months of receiving the order, on average, or half of the present period.

   In support of strengthening our global brand image, Mazda's marketing and sales strategies at both regional and local levels take into full account differences among cultures and people. The effectiveness of this approach can be seen in Japan, where targeted strategies attuned to the thinking of Japanese customers have resulted in increased sales and market share. New advertising and sales promotion campaigns are also geared to sharpen the identity of Mazda. When customers see or hear the slogan "That's Mazda," we want them to automatically identify the phrase with the joy of owning and driving a Mazda vehicle. The same applies to Mazda's new "M" symbol, which will be used globally for the whole Mazda lineup within the next two years. The symbol reinforces the perception of Mazda as a company of limitless imagination and ambition.

   The newly established Sales Expansion Project aims to strengthen domestic retail sales in Japan. Dealers are raising sales and increasing efficiency by altering sales methods in the direction of providing advice based on their in-depth knowledge of vehicles. Staff are acting as "lifestyle consultants" in the showroom rather than merely conducting sales pitches during home visits to customers. Also, showrooms are being made more attractive and appealing to increase the number of visitors.

   Whether in Japan or overseas regions, the aim of Mazda people working for success is the same - to achieve the No. 1 position for customer satisfaction.

 


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