About Konica Minolta

Giving Shape to Ideas

Customer Satisfaction and Product Safety

Creating New Quality Value

Konica Minolta's Approach

Background and Issues

Long-term customer relationships are essential to the success of Konica Minolta's businesses in office equipment, medical devices, measuring instruments, and other products. In order to remain irreplaceable to customers in an era when needs are becoming more sophisticated and diverse, the ability to anticipate potential challenges is required.
Consequently, Konica Minolta understands the importance of visiting customer sites in order to build trusting relationships, foster collaboration, and provide solutions to problems.


Konica Minolta uses customer feedback to improve its products and services. The company strives to strengthen its relationships by helping customers achieve their unique goals. Konica Minolta aims to continually improve customer satisfaction and form strong relationships that result in a positive reputation and new customer referrals.
Furthermore, it will continue to create value for customers and contribute to the identification and solution of social issues.

Key Measures

  • Continue conducting satisfaction surveys and implementation of improvements based on these results
  • Constructing verification processes for customer value creation using design thinking

Working to Improve Customer Relationship Management

Earning more trust and a higher appraisal from customers by building long-term relationships

Continuous after-sales service is necessary for products such as IT devices, medical devices, and measurement devices handled by Konica Minolta. The company is determined to increase the confidence and trust of its customers through this kind of long-term relationship and hopes to establish rapport that will lead to customers recommending Konica Minolta to other potential customers. That is why the company actively gathers feedback from customers, has established a system for using it to improve products and services, and is attempting to enhance customer relationship management Group-wide.

Heeding the Voice of the Customer

Konica Minolta provides customer assistance in countries around the world through call centers and websites set up for different products and services. In addition to responding promptly to defect information and inquiries received by each contact point, the Group also centralizes that information in its Voice of the Customer* database in an effort to ascertain the status of quality and customer requests. Additionally, each business division periodically conducts customer satisfaction surveys either through an independent organization or in-house. Moreover, development personnel in addition to sales personnel make visits to customers who use the Group's products.

The Voice of the Customer (VOC) database stores feedback gathered from call centers, interviews, and the results of market surveys.

Global Deployment of NPS Surveys to Measure Customer Relationship Management in the Business Technologies Business

In April 2012, the Business Technologies Business created a Customer Relations (CR) Division and adopted Net Promoter Score:NPS* as a target indicator. It developed its own scientific approach, adding NPS to the conventional customer satisfaction survey and deploying it globally. Today, the results are being utilized to improve product and service quality.
In fiscal 2017, in addition to the annual survey, a transaction survey system was introduced to ascertain customer satisfaction with point-of-contact experiences, such as telephone inquiries and repair service, and to obtain NPS scores for these points of contact. The aim is to ascertain the needs and negative experiences of each customer in real time, in order to make rapid improvements. The Division is working to further improve its NPS scores by developing PDCA cycles to address overall issues brought to light by the annual survey, and individual customer issues identified by the transaction survey.

Net Promoter Score(NPS): an indicator that measures the percentage of customers who recommend the company and its products and services to others.

System of Issue Resolution Beginning with an NPS Survey

Conducting a Customer Satisfaction Survey

To work proactively on improving customer satisfaction, each business unit of the Konica Minolta Group is conducting surveys with the methods tailored to the characteristics of the business concerned.
In Konica Minolta's mainstay Business Technologies Business, the focus is on NPS*1 as an indicator of the level customer engagement.
Since 2012, Konica Minolta has been expanding the number of countries in which it implements PDCA cycles based on NPS surveys. As of fiscal 2017, the program has been deployed in 16 countries, including Japan, the United States, Europe and the Asia Pacific region. The NPS survey results have improved every year since the full-scale global survey in fiscal 2014. In fiscal 2017 the score increased by 9 points compared to fiscal 2014, thereby achieving the high target that was set. 

【Survey subjects】
Corporate customers to which Konica Minolta sells directly

Developing Quality Improvement Activities from the Customer’s Perspective

The staff of Konica Minolta's sales companies are in daily contact with customers. As part of the company's effort to improve quality from the customer's perspective, sales company staff participate in sales company joint evaluations and take part in evaluating quality in the development stage. In fiscal 2017, in order to advance this initiative and obtain the candid opinions of customers regarding quality, C-PIUZ* activities were introduced. These activities allow staff from the quality assurance and development departments to visit customers together with sales company staff. Through this activity, employees gauge customer feedback and make use of this information to improve products and services.
Additionally, Konica Minolta uses design thinking to uncover the value that customers are truly seeking. It works to establish processes and methods for hypothesis verification in the development stage, and to determine whether the value is actually recognized by the customer once the product is on the market.

C-PIUZ: Customer-Problem In Using to Zero, a unique Konica Minolta initiative to reduce quality problems that occur when customers are using the product.

Promoting Service Development Using Design Thinking

Led by the Human Experience Design Center, and with cooperation from the business divisions, Konica Minolta is introducing design thinking and developing value-added services based on a customer-centric perspective, rather than a manufacturer's perspective.
Design thinking is a mindset and a method for discovering the value that customers need. It helps create ways to realize that value by applying rapid cycles of observation, empathy, issue definition, idea generation, prototyping, and verification.

Through the incorporation of design thinking, Konica Minolta is promoting service development from the customer's perspective in its B2C business areas like planetariums and in its B2B business areas such as healthcare and factory equipment maintenance. For example, the company's factory equipment maintenance service involves visiting the customer site and meeting with various stakeholders, and accompanying staff on actual equipment inspection patrols. This allows Konica Minolta to experience the customer's workflow, gain a deeper understanding of the customer's processes, and uncover latent frontline issues at the site. A process of repeated value hypothesis creation and verification is then carried out by both parties. Next, a clear scenario for improvements is shared with the customer addressing the ideal equipment maintenance situation that can be achieved. At the same time, a new solution is created with the customer, for instance, for making gas and heat usage visible. This, in turn, leads to the realization of service development.
Konica Minolta will continue to pursue the creation of value that customers are truly seeking, in various business areas. It will also produce innovation that contributes to the identification and solution of challenges for society and local environments.

A team works to develop services using design thinking

System Built to Provide Globally Uniform Support

Many customers running global businesses centrally control at their head offices the maintenance and management of IT systems, including MFPs used in offices around the world. When requesting support from a device manufacturer, there are times when the head office, as the single point of contact, and the office actually needing support are in different regions. Accordingly, device manufacturers must also establish a global structure to provide accurate and timely support.
This is why Konica Minolta has built a new system to provide globally uniform support. Support staff assigned to sales companies worldwide have been organized and the contact point for customers has been centralized at the Global Support Center (GSC). By using purpose-built IT tools, support requests received by the GSC are shared with personnel around the world, resulting in timely and appropriate support with the dispatch of local customer engineers to handle hardware issues and specialized staff members providing remote support to solve software issues. Further, the level of service is homogenized by creating a globally shared database of inquiries and the results of responses.

CR Masters Program: A Program for Developing Personnel With Strong Customer Relations Skills

In 2015, the Customer Relations Department in the Business Technologies Business established a CR Masters Program, an education and certification program that systematizes Konica Minolta's unique customer relations activities with the purpose of improving the skills of personnel who promote customer relations at sales companies around the world.
Later, the sales companies that participate in this program requested that a training program be made available to all employees, not just customer relations members.
Konica Minolta met these requests in fiscal 2017 by establishing Customer Relations White Belt, an e-learning program that provides an overview of the customer-centric approach and action guidelines for front-line members.
Clear and succinct training materials were prepared in both English and Japanese, based on activities in Konica Minolta's Business Technologies business.
These were shared with all sales companies, which were encouraged to utilize them. Translations will be needed for several sales companies where the local language is not English or Japanese, but these materials have already received high praise from sales companies that have begun the training.

A screen from the e-learning material for the Customer Relations White Belt

Implementation of Training, Including for External Partners, to Raise Support Quality in the Business Technologies Business

The Business Technologies Business is determined to provide a consistently high level of service to customers everywhere in the world. To that end, it conducts various kinds of technical training on products for the Group's own customer engineers and also for external distribution partners.
In Product Service Training, trainees acquire the skills and knowledge essential for the installation, setup, maintenance, and repair of each products. The training includes two different learning methods: instructor-led training to boost practical skills and knowledge acquisition via e-learning.
Konica Minolta's own technical license certification program, Outward, is designed to keep improving the technical skills of customer engineers. This program is organized into five certification levels starting with Associate and going up through Professional, Expert, and Master to Diploma. It enables the gradual upgrading of skills, from the acquisition of the basic knowledge needed to provide support for Konica Minolta's products to the mastery of high-level specialized skills.
By making these training programs available to more and more engineers worldwide, the Konica Minolta Group will continue to fulfill customer satisfaction globally.

Promoting the Adoption of Remote Maintenance in the Healthcare Business

Products provided by the Healthcare Business are used in life-threatening medical settings, so there is a need for especially rapid responses to product failures and problems. That is why Konica Minolta is focusing on improving response time by its call center in order to minimize diagnostic downtime. The company established key performance indicators (KPI) on the themes of reducing customer waiting time on the phone, improving the call center's ability to resolve problems on its own, and improving customer satisfaction, and it worked to make improvements in all of these areas.
As part of that effort, the call center in Japan is promoting the adoption of remote maintenance for the quick resolution of problems by remotely operating products at customers' locations through the Internet. Since this system enables problems to be solved without sending out engineers, it reduces product downtime, thereby shortening diagnostic interruption in healthcare settings.
In fiscal 2015, around 60% of the calls received by the call center were from customers using remote maintenance.
As a result, downtime has been shortened by about 45,000 hours per year,* a 65% improvement over the past six years. Thanks to the adoption of remote maintenance, the decrease in the number of times technicians were dispatched resulted in a cost reduction of approximately 70 million yen in fiscal 2015.
Additionally, the KPI of “improving the call center’s ability to resolve problems on its own” has been improved from approximately 60% at the time the call center was opened to approximately 80% today.

Calculated based on Konica Minolta's indicators

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