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CSR case study - Honda Vietnam.

Extracts from this document...

Introduction

CONTENTS I. HONDA VIETNAM - THE BACKGROUND 2 II. CORPORATE SOCIAL RESPONSIBILITY AUDIT 4 1. CSR OBJECTIVES 4 1.1 Overview 4 1.2 Honda Philosophy/ CSR Objectives 4 2. IMPLEMENTATION 6 2.1 Highlight of Initiatives / Programs 6 2.2 Stakeholder Relations 11 2.3 Results 16 III. CONCLUSIONS 18 IV. REFERENCES: 19 FIGURES INDEX 1. Figure 1: Honda Philosophy / CSR objectives / Direction for the 21st Century ........................5 2. Figure 2: Life Cycle Assessment System .......................................................................................7 3. Figure 3: Comparison of worldwide traffic accident fatalities .................................................8 4. Figure 4: Stakeholders Map ........................................................................................................11 5. Figure 5: The Part contact center links dealers and part sales companies with Honda .....12 6. Figure 6: Basic approach to personnel training .......................................................................14 7. Figure 7: Sales of Motorcycles by Manufacturer ....................................................................19 I. HONDA VIETNAM - THE BACKGROUND It has been fourteen years from the time of its presence in Vietnam; HONDA VIETNAM has successfully built up its public image in terms of economy, culture and society. Out of its products, motorcycles have remarkably dominated the Vietnam market where motorcycles are the majority mean of transportation. A glance at HONDA VIETNAM: * Established in 1996 * A Joint Venture of three partners: - Honda Motor (Japan, 42%) - Asian Honda Motor (Thailand, 28%) - Vietnam Engine Agricultural Machinery Corporation (Vietnam, 30%) * Products and Services: Motorcycle, automobile, spare parts and related services * Fast Facts: - Automobile Factory (Year 2005): o Location: Vinh Phuc Province o Investment: USD 60,000,000 o Labour: 408 o Capacity: 10,000 cars/year - First motorcycle factory (Year 2008): o Location: Vinh Phuc Province o Investment: USD 290,000,000 o Labour: 3,560 o Capacity: 1,000,000 motorcycles/year The most modern motorbike factory in Southeast Asia - Second motorcycle factory (Year 2008): o Location: Vinh Phuc Province o Investment: USD 65,000,000 o Labour: 1,375 o Capacity: 500,000 motorcycles/year The factory is environmentally friendly built, whereas almost energy resources come from wind, light and water. ...read more.

Middle

The mission is to increase customer satisfaction through excellence in service at the point of customer contacts (dealers). The company aims to lead the local industry market in fan-winning customer satisfaction. To achieve this level of satisfaction, the company is working with dealers to delight customers by providing service that exceeds expectations, thereby leading to repeat business, referrals to new customers, and an ongoing increase in the number of Honda fans. To achieve this goal, Customer Relations Center (CRC) has structured its activity policies of improving customer satisfaction and reducing customer complaints, developing an advanced service environment, and maximizing business efficiency. It also holds meetings and other events designed to enhance cooperation while focusing on creating an environment in which dealers can address customer satisfaction enhancement more effectively and efficiently. In order to enhance customer satisfaction, HVN conducts customer satisfaction surveys in some product segments in Vietnam such as: motorcycles and automobiles. Results from the surveys are fed back to the departments involved in the form of practical suggestions for improvement and put to use in daily activities. The slogan of CRC is very straightforward: "For the customer". Its mission is to handle inquiries from HVN's customers politely, clearly and quickly, delivering the same high quality in HVN communications as is found in HVN products. A system is also in place to allow directors and other associates appropriate access to this information. By offering responses to frequent customer inquiries, HVN is striving to meet customer needs in a timely manner. In 2005, Global Honda launched Part contact center as an internal department to streamline processing of part and supply orders from customers. As a member of Global Honda, HVN also benefits from this Part contact center. By mediating the center's transactions between dealers (Honda Cars, Honda Auto Terrace, and dealerships of motorcycles), and other part sales companies and suppliers (part manufacturers), HVN can actually minimize the waiting time for repair or replacement parts upon inquiries. ...read more.

Conclusion

It is not only a challenge but also a motivation for HVN to continue mastering its performance. iv. Honda Vietnam's performance: Figure 7: Sales of Motorcycles by Manufacturers *source: Mai Fujita, 2008. v. Others Among various awards and recognitions, as its philosophy of contributing to the society while operating business, Honda Vietnam had made other excellent achievements: - Leading in Vietnam's motorcycle industry - Leading in exporting motorcycles and spare parts - A friendly-environment company in terms of advanced technology factory and products - A pioneer in safety driving activities - Leading in social activities - Supporting the development of young talents - Supporting for the development of the community Again, finding the actual benchmark of CSR's effect on financial aspect is a lengthy process and requires much more in-depth research. However, there is a consensus to agree that when a corporation has sound reputation, along came the financial profits. III. CONCLUSIONS Since 1996, Honda Vietnam has been growing fast and strong not only in business but also in corporate social activities. Right at the early stage, the company soon realized that social contribution is one of the most effective ways to approach people to making business in Vietnam. The "T�i Y�u Viet Nam" campaign is not just only a normal campaign for expanding the reputation. It is the long-term commitment message from Honda to Vietnam that the company love this country and ready to share their values to their stakeholders. The results indicate agreement that environmental, social, and governance programs do create stakeholders value, though the current economic turmoil has increased the importance of governance programs and decreased that of environmental and social programs. Nonetheless, a significant proportion of respondents don't fully consider these programs' financial value when assessing the attractiveness of business projects or companies. Some think the value is too long-term or indirect to measure, and others just aren't satisfied with the metrics available. Corporate social responsibility has received a large amount of research attention over the last decade. Results indicate that consumers are influenced by corporate social responsibility (CSR) initiatives of businesses if they are aware of them. IV. ...read more.

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