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1. The difference in customer service between Japanand the UK
and its roots in national corporateculturesPernille RudlinDirector,
Rudlin ConsultingEuropean Representative, Japan
InterculturalConsulting
2. British customerJapanese customerservice service Resentment
Pride in doing a goodjob Incompetence Consistently competent Often
rough, crude(mostly) Unwilling to accept
Refined/gentleresponsibility or say Highly ritualisedsorry
Collective responsibility Lack of interest in Empathy with
customercustomer Customer is god Can be helpful, Unable to deal
withexceptions,egalitarian, genuine? bureaucratic
3. Roots1. Shareholder versus stakeholder2. Egalitarianism
versus Confucianism3. Monozukuri and gembashugi of service4.
Compassion versus principle-based
4. 1. Shareholder versusstakeholder
5. Shareholder Stakeholder Company should be Company should
bemanaged to maximise primarily managed forreturns tothe benefit
ofshareholders throughstakeholders such asdividends, capital gain
employees,etc customers, society Assumed to be more Usually seen as
moreshort-term, profitlong-term, growthorientedoriented
6. Amongst those dark satanicmills
7. Exceptions in the UK Joseph Rowntree - confectioner Cadbury
chocolate manufacturer Joseph Fry chocolate manufacturer William
Hesketh Levers Port Sunlight village(Unilever) Robert Owen cotton
mill owner Provided pleasant houses, schools and a co-operative
shop. Had a shorter day and good wages. No child under ten was
allowed to work in his mills. Supported the 1819 Factory Act. Set
up the Grand National Consolidated TradesUnion (1834) for
workers.
8. Matsushitas Seven Principles Contribution to Society
Fairness and Honesty Cooperation and Team Spirit Relentless Efforts
for Improvement Courtesy and Humility Adaptability Gratitude
9. Japanese companies have roots in MeijiRestoration or post
war rebuilding of Japan Has led to strong ethos of contribution to
society Pride in serving the customer
10. UK in the 1970s and 1980s
11. UK had lifetimeemployment traditions,but restructuring
ofBritish industry in 1970sand 1980s has causedthe British to lose
faithin their employers Large proportion ofsteel, coal mining,heavy
industry closeddown Mass redundancies Increase in servicesector
jobs perceived asinsecure, badly paid,demeaning
12. 2. Egalitarianism andConfucianism
13. Egalitarianism Confucianism the doctrine of the The
superior man does equality of mankindwhat is proper to thestation
in which he is; and the desirability ofhe does not desire to go
political and economic beyond this. In a and social equality
position of wealth andhonour, he does what isproper to a position
ofwealth and honour. In apoor and low position,he does what is
properto a poor and lowposition.
14. John Lewis
15. Japanese shachoWestern CEOs CEOs at Japans top American
CEOs100 companies by earned $13.3 millionmarket capitalizationand
European chiefearned an average of executives earned $6.6 million
ataround $1.5 millioncompanies with Income mostly from revenues of
higherbase salarythan $10 billion Take large pay cuts in Income
mostly frombad timesstock options, bonuses Big bonuses even
16. 3. The monozukuri andgembashugi of service
17. The monozukuri of service
18. Monozukuri Requires educated customers, who canappreciate
well executed services Japanese children (and adults) learn
origami,martial arts, shodo, dance, ikebana kata,process is
all-important Confucian emphasis on ritual and etiquette Can get
good service in the UK where knowledgeand enthusiasm is mutual
between staff andcustomers (for example, Majestic Wine
retailchain)
19. Gembashugi There is a route from the most junior
shopfloorjob to the top of the company You have to have worked on
the shopfloor inorder to become a senior executive Senior
management regularly go onto theshopfloor Rapidity in dealing with
complaints, necessaryimprovements
20. 4. Compassion and principles
21. Compassion Principles Buddhist emphasis on Christianity
alsocompassion for othersteaches compassion, but also moral Truth
changes, so autonomydont say truth if it will Truth is absolute
andhurt others unchanging Follow the rules and Integrity = stick
toprocesses withoutprinciplesmuch questioning of Rules should be
backedprinciples by principles, need to Break rules if key know why
in order torelationships are at obey rules.
22. Conclusion
23. Can Japanese customer service beexported to the
UK?1.Stakeholder mentality Japanese multinationalsneed to bring
overseas staff into seishain group Lifetime employment? Use
partnerships, profit sharing, trust structures? Secondment to
Japan2. Egalitarianism and Confucianism if there is more of a
stakeholder ethos, will not resent service sector status so much3.
Monozukuri need more respect for skills education in UK schools.
Training at work secondment to Japan?4. Gembashugi ties into
lifetime employment, seniority based promotion5. Compassion
probably the most culturally bound issue. Cannot teach compassion.
Japanese companies need to be more explicit, and explain,
principles behind expected behaviours