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CSR Initiatives

After-Sales Service

after_service

Basic Approach

1.Basic Policy

To always be a company that is loved and trusted by customers in the field of after-sales service, Mazda offers daily support to make customers' automotive lifestyles safe, secure and comfortable. The Company aims to achieve service that customers are always thankful for and can boast of.

2. Goal

Providing customers with a safe, secure and comfortable ownership experience & realizing the service chosen by customers

I.Realization of Dealer Operation for First Service Visit

To value ties with customers who have purchased Mazda vehicles and to securely support their automotive lifestyles, Mazda promotes initiatives to enhance communication with customers, through providing information to encourage their visit to dealerships, etc.

<Efforts in Japan>

Contact with Customers: CRM (Customer Relationship Management)

To ensure that customers lead safe and comfortable automotive lifestyles, Mazda dealers maintain regular contact with customers (through telephone calls, visits, direct mail, etc.).

  • Inquiries about a vehicle's operating condition
  • Information on vehicle's health checkups (reliable contact regarding mandatory vehicle inspections, maintenance, MSC*1
  • Requests for customers who purchase service-related products ("Pack de Mente," Mazda Extended Protection Plan, etc.) to ensure they bring vehicles in for maintenance
"Pack de Mente" logo mark
"Pack de Mente" logo mark
"Mazda Extended Protection Plan" logo mark
"Mazda Extended Protection Plan" logo mark
  • Providing/gathering appropriate information on after-sales service
  • Information made available via the after-sales service information website
  • Establishment of a special hotline to link with dealerships so as to respond promptly to technical inquiries
  • *1Mazda Safety Check: In addition to legally mandated annual inspections, these checks are performed every six months to ensure safe and comfortable vehicle operation.

VOICE

Winning 1st Place in the 47th Mazda All-Japan Service Skills Competition's Service Advisors Segment

Hiroaki Eguchi
Hiroaki EguchiService Advisor
Hiroshima Mazda Kogo Shop

I have been working as an advisor for about 10 years. I have always tried to think from the customers' standpoint and recommend what I believe is really good for each customer. For example, while it is easy to merely present an estimate for a repair, I usually tell the customer about the risks that may soon arise if the car has been used for a long time, and present alternative plans to increase choice for the customer. I believe it is my duty to give such appropriate advice for a better automotive lifestyle. Satisfying my customers will lead to increased profit for the shop/company. I would be pleased if the customers said that they come to the shop because of me. To this end, I will make efforts to find new customer needs and offer better service that satisfies customers.

II. Realization of Service Operation for Continuous Service Visit and Repurchase of Mazda

Mazda makes continuing efforts to satisfy and excite its customers, and keep them coming to Mazda dealers choice for their vehicle maintenance of their vehicles. The Mazda dealers also serve as consultants for customers' automotive lifestyles, offering services appropriate for the usage or condition of each vehicle.

<Efforts in Japan>

Mazda Service and Operations Reform Program

The Mazda Service Operations Reform Program was launched at dealers in Japan in April 2010 and is now in effect at approximately 90% of dealerships.

This program aims to provide customers with excellent service through the following four approaches:

  • Shorter maintenance wait times
  • Satisfactory explanations and advice from professional maintenance staff
  • Hospitality provided by all dealership staff
  • Optimal maintenance tailored to vehicles' usage status

Mazda, together with dealerships, periodically checks the implementation status of the program using relevant indexes such as in-store operation surveys and customer satisfaction questionnaires.

Service and operations introductory training for dealerships in Japan
Service and operations introductory training for dealerships in Japan
Customer satisfaction (satisfaction at reception) according to the web questionnaire surveys (percentages of “very satisfied” and "satisfied")
Customer satisfaction (satisfaction at reception) according to the web questionnaire surveys (percentages of "very satisfied" and "satisfied")

Safe and Secure Automotive Lifestyle Suggestions

Each shop provides customers with appropriate suggestions regarding replacement parts, accessories, services, and other automotive matters in accordance with the period of vehicle ownership.

<Example suggestions>

  • Providing maintenance (disposable parts replacement) suggestions based on each customer's data on expendable parts replacement history and driving tendencies (distance traveled, period of time)

<Overseas Efforts>

DPI Strategic Program

DPI*2 Strategic Program (in-store training) features activities that may contribute to customer satisfaction, with the aim of promoting dealership staff's implementation of activities in their daily operations through role-playing and other methods.

In-store training at Changan Mazda (China)
In-store training at Changan Mazda (China)

<Example activities>

  • Proposing recommended maintenance packages that can satisfy customers
  • Greetings that ensure customers' trust
  • Finding ways to shorten maintenance wait times
  • Appropriate notification of periodic inspections
  • Contacting customers on a regular basis

Strengthening Support for Dealers through Distributors

Through its overseas distributors, Mazda promotes the DPI Strategic Program and strongly supports local dealers in providing services for the safety and comfort of all customers.

Improving Service Skills of All Dealerships

Mazda Dealer Service Process Standard16 key processes
Mazda Dealer Service Process Standard 16 key processes

To provide customers with the highest-quality services throughout the vehicle's lifespan, Mazda has established the Mazda Dealer Service Process Standard consisting of 16 key processes, and promotes dissemination of the standard to its dealerships worldwide.

  • *2DPI: Dealer Process Improvement

VOICE

Working to Improve After-Sales Service in Indonesia

Kazuhiro Kogomori
Kazuhiro KogomoriPT. Mazda Motor Indonesia

I am working on the management of after-sales service in Indonesia. To offer service that can satisfy customers who visit us for maintenance, we have enhanced the quality of our staff training. For FY March 2014, we also set up a new warehouse to enable quicker delivery of parts to shops. While paying attention to a broad range of matters from the strategies of Mazda Head Office to the needs of shop maintenance staff, I try to improve my language ability to establish good relationships with local staff members. Indonesia is a growing market, where the number of vehicles owned is rapidly increasing. I will support the speedy growth of our after-sales service in cooperation with the local staff members.

III. Technical Service Quality Improvement

Daily efforts are made to improve maintenance skills to meet the trust and expectations of customers.

Developing Maintenance- and Repair-Friendly Vehicles

To improve and keep its high maintenance quality based on feedback from customers both in Japan and overseas, Mazda develops vehicles designed to ensure friendliness regarding regular inspection/maintenance and ease of replacement of consumable parts that require frequent replacement.

Example of reducing the number of parts requiring detachment in the replacement of a fuel filter, thus achieving improved work efficiency
Example of reducing the number of parts requiring detachment in the replacement of a fuel filter, thus achieving improved work efficiency

Providing Tools/Service Manuals for One-Stop Repair

  • Deploying Service Diagnostic Devices
    Mazda has deployed the Mazda Modular Diagnostic System (M-MDS), a unique service diagnostic device, to almost all Mazda dealerships in Japan and overseas. This system enables service staff to perform efficient diagnoses of primary electronic control systems. It is also compatible with the complex, sophisticated electronic control systems used in many of Mazda's present models.
  • Distribution of Service Manuals
    Since April 2005, Mazda has been distributing its service manuals in digital format as "Mazda Electronic Service Information" (MESI), so that the information needed for maintenance can be accessed quickly and accurately. With the aim of promptly providing real-time information, manuals are distributed in Japan, Europe, Asia, the Middle East and Central and South America via the Internet(As of March 31, 2012)*3.
    In line with the market launch of SKYACTIV TECHNOLOGY-equipped models, constant efforts are made in cooperation with the product development related divisions and dealerships to make the service manuals reader-friendly.
  • Distribution of Specialized Tools
    To ensure a constant high quality of maintenance/repair of Mazda vehicles by dealers in Japan and overseas, Mazda develops special tools for various purposes, dedicated to Mazda vehicles. The Company also provides dealers with detailed information on the purposes and usage of the dedicated tools, with the aim of ensuring that Mazda dealers can offer high maintenance quality for customers.
  • *3 For the US, other system is used

 IV.Dealer Service Staff Skill Enhancement

To acquire the advanced knowledge/maintenance skills necessary to respond to customer trust in maintenance quality, and to provide customers with honest, faithful advice for their automotive lifestyles, training for dealer staff/trainers is offered. The Company also hosts service skills competitions both in Japan and overseas.

<Initiatives in Japan>

Training Program for Service Trainers

Training programs are provided for service trainers, who are in charge of cultivating service staff at dealerships.

Training for Service Trainers in Japan (Instructor Development System)
Training
Participants in FY March 2013
Technical training
13
Business training
10

Training for Service Staff

Mazda has its unique training and qualification systems and provides the below training programs for its dealership service staff (engineers, advisors). Mazda also promotes cultivation of higher class qualification holders and their deployment to each shop.

  • Technical training program for engineers to improve technical service skills
  • Business training program for advisors to improve customer service performance and management skills
<FY March 2013 Results>
  • Rate of deployment of engineers with Class A*4 qualification (highest-class qualification for engineers) to each shop in Japan: 80%
  • Rate of advisors with Class B*4 or higher qualification: 80%
  • *4Consisting of Class A (highest class), Class B (middle class), Class C (elementary class), and nonqualified.
Training for Service Staff in Japan
Training
Participants in FY March 2013
Contents
Technical Training Standard Training Approx. 1,200 Training program to cultivate diagnostic skills, etc. tailored to each individual's existing skills and experience
New Model
Training
Approx. 250 Training program to acquire skills related to new model vehicles
Business
Training
Standard Training Approx. 750 Training program to instill customer service skills needed for boosting customer satisfaction, increasing profitability, and bolstering productivity

<Mazda Training Centers in Japan>

Mazda Training Center Taibi
Mazda Training Center Taibi

Mazda operates training centers in Hiroshima and Kanagawa Prefectures. At these two centers, the "blended training" style is adopted, which requires trainees to receive preparatory lessons through e-learning before group training, so that more hours can be spent training on actual vehicles and equipment. Through role-playing and group practice, trainees also learn professional customer service skills. At Mazda Training Center Taibi in Hiroshima Prefecture, 14 instructors belonging to Japan Automobile Service Promotion Association also learned about new technologies in FY March 2013. This training center aims beyond the Mazda Group to help spread excellent vehicle maintenance techniques.

Service Skills Competitions

  • Mazda All-Japan Service Skills Competition 2012
    Mazda All-Japan Service Skills Competition 2012
    Mazda All-Japan Service Skills Competitions
    Since 1963, as an opportunity for staff members to compete in various skill categories, the Company has hosted annual Mazda All-Japan Service Skills Competitions for dealership service staff in Japan. Professionals with a high level of customer service skills and maintenance engineering have been cultivated through these competitions.
    Marking its 47th year in FY March 2013, the Mazda All-Japan Service Skills Competition is one of the oldest competitions of this kind hosted by Japanese automobile manufacturers.

Mazda All-Japan Service Skills Competition 2012 /Mazda Autozam All-Japan Service Skills Competition 2012

  • Schedule: regional/branch competition: June-Aug.; national competition: Oct.
  • Teams participating in national competition: 24 teams
  • Events: paper test, skills test
Mazda Service Skills Youth Competition 2012
Mazda Service Skills Youth Competition 2012
  • Mazda Service Skills Youth Competition
    The 3rd Mazda Service Skills Youth Competition, established in FY March 2011 targeting new staff members (working for three years or less), was held.

Mazda Service Skills Youth Competition 2012

  • Schedule: 1st preliminary competition: May; 2nd preliminary competition: June; final completion: October
  • Participants: 621 in 1st preliminary competition, 138 in 2nd preliminary competition, 18 in final competition
  • Events: paper test (preliminary), skills test (final)

<Overseas Effects>

Training Program for Service Trainers

Mazda operates training centers in the United States (North America, and Central and South America), Germany (Europe), China, and Thailand (Southeast Asia), with programs conducted for trainers and service staff at dealers in these regions.

Training for Overseas Service Trainers, held at the Mazda Training Center Taibi in Japan (Participants from regions other than Europe and America)
Training
Participants in FY March 2013
Technical Training New Model Training
35
Business Training
4

TOPICS

<Indonesia> Service Skills Competition Held

In June 2012 the Mazda Service Skills Competition was held for the first time in Indonesia. Staff members are encouraged to acquire qualifications and strive to gain higher-level qualifications.

Playing an important role in encouraging staff members to improve their technical skills and customer service performance, this competition aims to raise the motivation of service staff and inspire dealers to promote human resources development by having them compete on the skills they have acquired through daily operations and trainings. Ten engineers and five advisors participated in the final competition after passing the preliminaries, with the top three receiving awards.
At present, around 60% of service staff and 85% of service advisors in Indonesia hold technical qualifications.

Engineers and advisors who participated in the final competition
Engineers and advisors who participated in the final competition
Vehicle diagnosis contest for engineers
Vehicle diagnosis contest for engineers
Customer service performance contest for advisors
Customer service performance contest for advisors

V. Reliable / efficient Parts & Accessories Supply

To avoid making customers wait for maintenance service, timely delivery of necessary parts is important. To this end, Mazda is reorganizing its networks on a global scale to promote the speedy delivery of parts from parts manufacturers to dealerships for maintenance.

Examples of Reorganization of Parts Supply Networks in Japan

  • Nighttime wide-area delivery enabled by integration of parts inventory centers
    Nighttime wide-area delivery was enabled by the integration of parts inventory centers into three depots (Chiba, Nagoya, Hiroshima).*5 Most parts can be delivered to each shop before the start of work on the day after an order is placed.
  • Rate of Prompt Delivery from Parts Suppliers to Dealerships
    Rate of Prompt Delivery from Parts Suppliers to Dealerships
    Efficient order-receiving through integration of call centers
    Inquiry centers for customers were integrated into four call centers (Tokyo, Nagoya, Osaka, Fukuoka)*6 to enable efficient order-receiving operations and swift, accurate parts supply.
  • 364-day operation
    The number of operating days per year is 364 (closed only on New Year's Day), so that inquiries from customers can be responded to at any time.
  • *5Operations started in 2011 in Chiba and Nagoya, and in 2012 in Hiroshima.
  • *6Integrated into four centers in 2010, where order-receiving operations have started.

Efforts to Improve Delivery by Suppliers

To facilitate a more resilient supply of parts with reliability that satisfies customers, Mazda is working with suppliers to boost production efficiency, strengthen the overall system, and resolve production and delivery issues. In FY March 2013, suppliers met deadlines 98% of the time (up 0.7% from FY March 2012 and 1.8% from FY March 2011). As a result, the allocation rate from Mazda to parts suppliers can be maintained at a high level.

<Holding Delivery Improvement Meetings>

Rate of Prompt Allocation from Mazda to Parts Suppliers
Rate of Prompt Allocation from Mazda to Parts Suppliers
To achieve targets, meetings to discuss improvement activities are held continuously in cooperation with suppliers. Also, a system to enhance procurement capabilities has been introduced, taking into consideration the suppliers' production capacity and production efficiency, which has reduced the lead time (delivery within five days of receiving orders), helping to improve the rate of delivery dates being met.


VI. Development & Launch of Value-added Accessories

Mazda tries to provide appropriate accessories in a timely manner, responding flexibly to market needs. The Company promotes the planning/development of items that can make customers' automotive lifestyles more attractive, comfortable, convenient and satisfying.

Planning, Development and Introduction of Accessories that Match Market Needs

  • Providing genuine accessory items for navigation systems, etc., with superior functions different from those of generally available items.
    Mazda offers high-quality genuine accessories with excellent operability that fit perfectly in vehicles, ensuring high customer satisfaction.
    <Accessory example: the new Atenza(Mazda6 overseas) genuine navigation system>
  • Panel for the genuine navigation system
  • Steering audio remote control switch, etc.
  • Offering accessories that can give excitement to customers
    Following the brand statement by Zoom-Zoom and with the aim of making customers feel like installing them, Mazda provides various accessories.
    <Accessory example: M's custom to further accentuate the features of the CX-5 (in Japan)>
  • LED accessory lamp
  • Carbon-type bonnet film, etc.

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