From Product-Out to Market-In:
Working from the Customer’s
Perspective
I started my career at an automotive and electronic parts manufacturer, mainly in the design and development of single-lens reflex camera components. During my time there, I gained broad experience across various functions, including sales, launching new models, and quality assurance, in addition to design. This helped me build a solid foundation in manufacturing (Monozukuri).
My motivation to change jobs grew after collaborating on new product projects with major camera manufacturers, where I was deeply impressed by their customer-centric approach to manufacturing. I thought, “I want to work from a customer’s perspective (market-in),” and began considering moving to an end-product manufacturer closer to the end user.
At that time, the automotive industry was undergoing a once-in-a-century transformation. Nissan was among the early adopters of the ‘CASE’ initiatives—Connected, Autonomous, Shared, Electric. The decisive factor for me was the strong image I had of “With Nissan, I can grow together toward the future.”
Driving Industry-Wide Improvements in Vehicle Maintenance
with a Long-Term Vision
Nissan’s Total Customer Satisfaction Division is responsible for quality assurance. Many of our employees work globally, but my team—the Domestic Service Department’s Service and External Affairs Group—focuses on external relations with various organizations within Japan.
For example, as a Nissan representative, I participate in the Service Subcommittee of the Japan Automobile Manufacturers Association (JAMA). We collaborate with government agencies and industry groups to improve automotive maintenance practices over the next decade. As vehicle electrification and autonomous driving technologies continue to advance, maintenance facilities across Japan must also evolve to handle more sophisticated vehicle servicing.
The 14 Japanese automakers in JAMA lead efforts to propose reforms to systems and laws that act as bottlenecks to productivity and environmental goals at maintenance sites. Our activities aim to protect the “Safety and Security” of customers’ vehicles, ensuring industry-wide progress.
Connecting the Voices of Dealerships Nationwide
to the Industry and Society
Based on Nissan’s policies and ideas, and the feedback from 118 dealerships across Japan, I share and discuss these insights with industry groups and relevant ministries. It’s common to visit dealerships across the country to directly hear about on-site issues, in addition to analyzing data collected at headquarters. I actively create opportunities for communication with dealerships through various daily activities.
I joined Nissan with the desire to work from a customer’s perspective (market-in). At first glance, this may seem somewhat distant from my previous work. However, it’s the mechanics—those who maintain and repair vehicles—who truly protect the “Safety and Security” of our customers. Supporting their work environment and industry improvements is ultimately the most customer-oriented (market-in) approach. I feel proud and fulfilled to be involved in this meaningful work.
Solving Problems at Maintenance Sites
and Improving the Industry as a Whole
Compared to consumer electronics like cameras, the importance of after-sales service (automobile maintenance) in the automotive industry is immense. While developing and producing high-quality vehicles is fundamental for Nissan, it’s the efforts of mechanics across Japan that truly safeguard our customers’ “Safety and Security.”
Therefore, I am committed to resolving the inconveniences faced by mechanics in the field and to driving industry-wide improvements and reforms. Nissan’s culture of diversity and the establishment of problem-solving methods like ‘V-up’ foster open, flat discussions regardless of position or age. Even mid-career employees can freely propose new ideas. If you want to shape the future of mobility across various fields or contribute to society through automobiles, I encourage you to give it a try.