Honda believes in a philosophy of "3 Joys" - ensuring their products provide joy for customers, retailers, and employees. They aim to meet customer expectations through quality products at reasonable prices. Every employee shares the goal of customer satisfaction and uses a Plan-Do-Check-Act (PDCA) process to continuously improve and narrow the gap between targets and results. American Express focuses heavily on listening to customers to understand needs and measure success. They use market research, customer feedback and surveys to determine expectations and satisfaction levels compared to competitors. All customer interactions are opportunities to listen, and feedback is used to update products, monitor complaints and correct issues.

1. Customer Practices Of Global
Leaders

2. Customer focus at Honda

3. Customer focus at Honda
• Honda Motor was founded in 1948. It began as a motorcycle company and
has grown to become the largest producer and seller of motorcycles in the
world. Honda entered the automobile business in 1963 - making it the
youngest among the 11 manufacturers in the Japanese industry.
• Today it has 88 factories world over and 10 million customers are buying
Honda products globally.

4. Philosophy of 3 joys
The company believes that it is imperative to establish a trust
relationship in which employees and customers can share a
common joy through the experience of the service and products
which Honda provides. They call it the philosophy of “3 joys”.

5. “3 Joys”
Honda works to ensure that their products results in 3 joys :
Joy for people who buy them
Joy for those who sell them and
Joy for people who produce them

6. Quality objective
“Maintaining an international viewpoint, we are dedicated
to supplying products of the highest efficiency yet at a
reasonable price for worldwide customer satisfaction”.

7. Customer focus - a
common target
Each individual shares a common target of meeting customer
expectations. The organization integrates the capabilities of every
employee to accomplish the assignment, without big variance
between plan and result. In other words, every one is trained to
pursue the highest efficiency and effectiveness.

8. Customer focus
The company requires every individual to set a common target based on
customer’s viewpoint - and a customer focus practice. The
customers here do not necessarily mean consumers or external
customers. In daily operations any associates linked through the job are
customers. In order to achieve the target every one adopts the procedure
called PDCA. ( Plan-Do-Check-Action)

9. PDCA
The basic principle of TQM at Honda is to narrow the gap between
the “Target” and “Status-quo”. In order to achieve the target the
company makes the initial plan, implements the plan, analyzes the
outcome of the implementation and recognizes a new problem and
finally improves the process of operation. When the company
progresses through one cycle of PDCA, the gap between the target
and the status quo becomes narrower. The process is repeated till
the plan is achieved.

10. American Express

11. Amex: Conditions of customer listening
• It must serve to identify customers and determine their
requirements.
• It must define measures of success with which the performance
of Amex can be judged
• It must indicate the extent of customer satisfaction in absolute
terms as well as relative to its competitors

12. Amex: Customer expectation
determination
• Market research teams
• Customer group/segmentation
• Competitive analysis/ differentiating factors
• Environmental scan
• New products / emerging market research

13. Amex: Customer relationship
management
• Developing Relationship strategies
• Access to customer
• Continuous Customer feedback
• Conducting Transaction based surveys
• Establishing Customer focus groups
• Conducting lost customer analysis
• Employee feedback

14. Amex: Customer satisfaction
determination
• Customer satisfaction measurement
• Competitive comparisons
• Dissatisfaction analysis
• Post -installation survey

15. Amex : Customer focused practices
• Listen to customer continuously and not at discreet intervals.
• Keep comment cards at high volume locations.
• Use feedback to identify new segments and customer expectations
• Design varying customer listening devices for different needs.

16. Amex : Customer focused practices
• Convert every point of customer interaction into a listening point.
• Use feedback to update, monitor and correct complaints.
• Come out with new products to meet the expectations.

17. Amex : Customer focused practices
• Process each transaction with speed, accuracy and
consistency.
• Use technology to speed up communications and cut cycle-
time.
• Delegate specified decision making powers down the line.

18. FICCI CE