1. 1. The difference in customer service between Japanand the UK and its roots in national corporateculturesPernille RudlinDirector, Rudlin ConsultingEuropean Representative, Japan InterculturalConsulting
2. 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. 3. Roots1. Shareholder versus stakeholder2. Egalitarianism versus Confucianism3. Monozukuri and gembashugi of service4. Compassion versus principle-based
4. 4. 1. Shareholder versusstakeholder
5. 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. 6. Amongst those dark satanicmills
7. 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. 8. Matsushitas Seven Principles Contribution to Society Fairness and Honesty Cooperation and Team Spirit Relentless Efforts for Improvement Courtesy and Humility Adaptability Gratitude
9. 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. 10. UK in the 1970s and 1980s
11. 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. 12. 2. Egalitarianism andConfucianism
13. 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. 14. John Lewis
15. 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. 16. 3. The monozukuri andgembashugi of service
17. 17. The monozukuri of service
18. 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. 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. 20. 4. Compassion and principles
21. 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. 22. Conclusion
23. 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