Customer Experience Management: Toyota and Nissan Comparison Report

This report offers a comparative analysis of customer experience management, focusing on Toyota and Nissan. The introduction establishes the context by introducing both automotive companies and outlining personal customer service experiences with each brand. The report then presents proto-persona diagrams that highlight pain points and goals related to customer experiences, both positive and negative. It compares the two companies across various factors, including reliability, fuel consumption, and customer care. The analysis includes a rating scale to quantify the differences in customer experience. The report concludes by emphasizing the importance of customer expectations and service delivery in shaping overall customer satisfaction and brand loyalty. The report also includes references to support the analysis.

Running head: CUSTOMER EXPERIENCE MANAGEMENT 1
Customer Experience Management
Name:
Institution:

Customer Experience Management 2
Introduction
Toyota Motor Corporation is a known automotive manufacturer with its headquarters
Toyota, Japan. The company has a large market capitalization. The corporation is based in the
automotive industry and serves every person that is interested globally. The Toyota products
include luxury vehicles, engines, automobiles, and commercial vehicles. It offers financing,
banking, and leasing services (Raju & Walavalkar, 2017). My service experience with Toyota
was when my car developed an issue, and I immediately made a call to Toyota’s Customer
Experience Center. A phone call was made to me on the following day by an assigned case
manager who was very helpful, professional, and informative. The case manager full filled every
promise he had made to me, and due process followed in resolving my car issue. The experience
made me happy and impressed.
Nissan Motor Company Ltd is a known automotive manufacturer with its headquarters in
Yokohama, Japan. The company is public and based in the automotive and financial services
industry. The corporation serves worldwide, and its products include outboard motors, luxury
vehicles, forklift trucks, and commercial vehicles (Fujiwara & Nagasawa, 2015). My customer
experience with Nissan was threatening as the car would stall while driving. I made several
reports made to the Nissan customer service, but they failed to diagnose the issue. This was a
horrible customer service.

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Proto-persona diagram (poor experience component)
Demographic
 Young
 student
 owns a car
 values time
Pain points
 Spend a lot of
money on car repair
 Car not reliable
 Car not safe
Goals
 Save on budget
 Save time
 Have a good car
The "pain" points of the poor customer experience are spending a lot of money on car
repairs. The concept of post-purchase touchpoints touches on the aspect of maintenance of
products and customer service. The company is to ensure that the clients show satisfaction even
after a sale is made. However, when buying a car from the Nissan Company, the warranty given
does not cover all the repairs made to the vehicle. The company’s customer services during
inquiries provide a reply that the warranty cannot cover the costs incurred during the renovations
(Peppers & Rogers, 2016).

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Owning a car that is not reliable is the second pain point. In the concept of pre-purchase
touchpoints, the Nissan Company should consider the customer’s wants, expectations, and needs
before every decision that they make for the customer before a sale. A perception is formulated
by the buyer before buying a product together with an understanding of the expected service
(Zolkiewski, Story, Burton & Hunter-Jones, 2017). The Nissan brand has a massive consumption
of fuel energy, achieving the goals of a customer to cut on costs gets impossible.
Proto-persona diagram (positive experience component)
Demographic
 Young
 student
 owns a car
 values time
Pain points
 Cost efficient
transportation
 Reliable
transportation
 Good customer
service
Goals
 Save on budget
 Save time
 Have a good car

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The "pain" points of the excellent customer experience are cost efficient transportation.
The Toyota model is both versatile and fuel efficient. Spending a reduced amount of fuel enables
cost saving (Homburg, Jozic & Kuhnl, 2013). The concept of service branding promotes
competition in the market. Toyota has incorporated mechanisms that are fuel efficient in its
product thus creating a positive perception and experience from its clients.
The second pain point is exellent customer service. Toyota is both dependable and
trustworthy. It’s of good quality overall. The concept of purchase touchpoints which considers
the customer’s interactions with both the company and the product is certifying. The issues
raised to the company regarding the product are well resolved.
The Comparison between Toyota and Nissan experiences
In comparing both experiences from Toyota motor corporation and Nissan Motor
Corporation and rating both skills on a scale of five, regarding reliability, Toyota scores five
while Nissan earns three. The reason being that the Toyota Company takes into consideration the
client’s needs for a reliable transportation by ensuring that their brand is of outstanding quality.
The Toyota model is also credible because its power dependability is higher than that of a Nissan
model. Furthermore, Toyota brands are safer than Nissan brands since Toyota has a safety pic+
due to its advanced technology while Nissan has a safety pic (Arkadan, Macdonald & Wilson,
2017).
When it comes to fuel consumption, the Toyota rates higher compared to Nissan. The use
of less fuel improves the ability of a buyer to save on maintenance cost of a vehicle which in turn
improves the strength of the client to save more money thus achieving their set goals. The

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Nissan’s fuel consumption is high as Toyota is more advanced when it comes to the
manufacturing of hybrid automotive.
Customer care practiced in both Toyota Company and Nissan Company differs. The
Toyota’s ratings are higher since the care manager shows efficiency in attending to the clients
and ensures that the customer receives the utmost care during their services and is certified when
the service comes to an end. However, the customer care services experienced in dealing with
the Nissan automotive does not yield the same result. The client is left uncertified and
disappointed. The care manager displays little or no concern while dealing with clients during
transactions. The customer, therefore, develops distrust and dislike of the brand. The trades made
under Nissan take longer than expected and yield no excellent result. On the other hand,
transactions and complaints made to the Toyota Company take the shortest time possible before
addressing them through the right channels before giving the customer feedback (Edverdsson,
2014).
In considering the above, the Toyota motor corporation is better than the Nissan motor
corporation a Toyota scores high in cost-saving, reliability concerning fuel consumption,
reliability concerning quality, durability, safety pic, power dependability, maintenance cost,
advanced technology, and customer care experience.
Conclusion
In conclusion, the positive and negative customer experience equally depend on the
customer’s expectation of what the end product should be or what they want. A poor customer
experience has a direct impact on the products that are perceived to be of poor quality by the

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client. By having an excellent customer experience, a buyer develops loyalty to the product they
associate to be a poor customer experience. Companies should ensure they offer excellent service
delivery to have a positive feedback from their clients during the products and customer
experience reviews.

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Reference
Arkadan, F., Macdonald, E. K., & Wilson, H. N. (2017). Customer Experience Management
Practices: A Systematic Literature Review. In Creating Marketing Magic and Innovative
Future Marketing Trends (pp. 1361-1361). Springer, Cham.
Edvardsson, B. (2014). Striking the Right Balance: How to Design, Implement, and
Operationalize Customer Experience Management Programs. In Managing Consumer
Services (pp. 69-89). Springer International Publishing.
Fujiwara, K., & Nagasawa, S. Y. (2015). Relationship between Purchase Intentions for Luxury
Brands and Customer Experience: Comparative Verification among Product Categories
and Brand Ranks. Science Journal of Business and Management, 3, 1-10.
Grayson, K., Grayson, K., Freeman, E., & Freeman, E. (2017). Royal Reels: Enhancing the
Customer Experience for Slot Machines and Beyond. Kellogg School of Management
Cases, 1-14.
Homburg, C., Jozic, D., & Kühnl, C. (2013). Customer Experience Management. IMU Research
Insights, 19.
Peppers, D., & Rogers, M. (2016). Managing Customer Experience and Relationships: A
Strategic Framework. John Wiley & Sons.
Raju, J. K., & Walavalkar, D. (2017). Customer Experience Management-the Mantra for
Success. Ushus-Journal of Business Management, 5(1), 1-8.

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Zolkiewski, J., Story, V., Burton, J., & Hunter-Jones, P. (2017). Strategic B2B customer
experience management: the importance of outcomes-based measures. Journal of
Services Marketing, 31(2), 172-184.