Relations based on trust Customers

Since TMC initiated its operations, trust in product quality and customer satisfaction throughout the sale and post-sale cycle have been key competitive differentials for the company.

Managing relations with customers is a complex process that involves different stages of the company's activities  – starting with the dealer network, which is where the company effectively makes contact with the consumer, through the diverse contact center teams, including those responsible for analyzing contacts and all types of suggestions, doubts and complaints.

TDB maintains a robust reputation among its customers through the combination of a series of training programs that encompass the company and the dealer network, new systems and communication channels,. During the year, two recognitions were worthy of note: for the second year running, the company came first in the Post-Sale Satisfaction Index and, for the third year running, first in the Sale Stage in a survey conducted by the consultancy J.D. Power.

Fiscal 2015/2016 was challenging in terms of reducing complaints, a project that has been underway for at least two years in order to mitigate the natural impacts of the growth in the volume of contacts received by the company as a result of its expansion.

In July, 2015, the company undertook its largest ever recall (airbags), involving more than 640,000 vehicles in the Brazilian market. There were eight recalls during the fiscal year, six involving the Toyota brand and two for the Lexus division. The major impact was caused by an issue with airbags in the Corolla and Hilux models. This generated considerable dissatisfaction among customers due to the shortage of parts needed for the replacement.

Under the impact of the recall, the level of complaints reached 117 for each ten thousand units in operation (August 2016 data). Without this issue, TDB would have had 1,031 fewer complaints (7.6%).

TDB addressed incidents having the potential to involve consumer defense organizations on a case by case basis. Daily meetings are held with the correlated areas of the company under the coordination of the Customer Relations area. This area deals directly with customers, engaging its engineering staff in contacts ranging from answering telephone calls to face-to-face service (genchi genbutsu) when necessary, generally in alleged cases of fire, non-activation of airbags or involuntary acceleration.

As a result of this work, of the 1,350 cases filed in the last 12 months only 3.4% (46) escalated to the media and/or to consumer advocacy bodies.

Service structure

TDB provides its customers with a multichannel Call Center (SAC in the Portuguese acronym) manned by 25 third-party attendants and  a 13-member team of engineers dedicated to handling complaints, as well as a group of planning and management analysts.

The center may be accessed by toll-free telephone (0800-703-0206), email ([email protected]), chat, Facebook, Google+ and Instagram. In 2015, the service indicators were impacted significantly by the recall, as well as by the growth in the company's customer base in recent years (see table). The main reasons for contacts are related to parts logistics, warranties, safety, queries about vehicle performance and the location of dealers.

During the year, once again Toyota managed to improve service indicators in comparison with the previous year, exceeding its target of responding to 90% of the customer contacts within 20 seconds (see charts).

Customer care by category

	2012	2013	2014	2015
Sales	116,621	176,084	195,344	178,541
Visits to dealer network	786,200	865,237	964,714	1,140,931
Contacts	47,605	50,391	59,394	74,528
Requests for information	36,285	38,573	46,076	60,371
Complaints	11,320	11,818	13,318	14,157

Response in up to 20 seconds

Focus on quality G4-PR5

TDB applies different methodologies to measure the degree of customer satisfaction with their experience of company services and products. In fiscal 2015/2016, the company introduced a new survey format which analyzes satisfaction with the service and solution provided for the problem presented.

By the end of 2015, there had been 18,015 contacts. The rate of satisfaction with the service was 78%, compared with 16% for indifferent and 7% dissatisfied clients.

The satisfaction rate for the solution provided for the problem was 74%, exceeding the target of 70%.

Other important indicators for the Toyota Customer Relationship area are:

• The Toyota contact center came in first place among all the auto manufacturers in Brazil, according to an assessment of telephone and email service channel contacts conducted by the company GFK;
• Between March and May 2016, TDB came in first place among the car manufacturers in an assessment by the website Reclame Aqui. The company is one of the three finalists in the Época Reclame Aqui Award.

Toyota cycle: a new sales model

In 2016, TDB, the dealer network and the Toyota bank launched a new sales model. Known as the Toyota Cycle, it offers special finance conditions for the purchase of a new Toyota vehicle, with the initial focus on the Etios and Corolla lines.

Payment is split into three stages, including special conditions for the down payment (at least 30% of the total price of the model); financing of a part of the amount in between 12 and 36 monthly installments, with payments up to 40% lower than regular market values; and liquidation of the residual payment of up to 50% of the total cost of the vehicle. However, Toyota assumes responsibility for buying back the vehicle through a dealer for at least 85% of the market value according to the Fipe price list. Thus, the amount received from the repurchase liquidates the residual payment, with money left over for a down payment on a new vehicle – thus enabling the cycle to be restarted. For further information and to make purchase simulations, access www.toyota.com.br.