Episode #399: Elements Of Outstanding Customer Service In Japan - Part Two

In Part One, we explored key foundations for excellent customer service. Now we continue with six practical elements that matter especially in Japan’s high-expectation service culture—whether you serve clients in 日本企業 (Japanese companies) or 外資系企業 (multinational companies), and whether your customers are in 東京 (Tokyo) or beyond.

Friendly service sounds basic, but in reality it’s one of the hardest standards to sustain. Sometimes the wrong people are placed in customer-facing roles. Even good-natured staff can lose motivation after repeated abuse from angry customers.

In Japan, a long-standing belief says “お客様は神様です (The customer is God)”, which has historically encouraged customers to demand extreme apologies. One example is 土下座 (dogeza: kneeling and bowing with your head to the floor as the ultimate apology). In Chinese culture, this is similar to 叩頭 (kowtow: kneeling and touching the head to the ground in submission/apology). Some customers have forced staff to perform dogeza after perceived poor service.

Thankfully, Japan now has new legal moves against customer harassment, sometimes discussed as カスタマーハラスメント (kasutamā harasumento: customer harassment). As workplaces stop tolerating unrestrained customer rage, frontline staff will have more psychological safety—and friendliness can become genuine again.

Mini-summary: Friendly service is essential, but it requires the right people, strong support, and protection from abusive customer behavior.

2. How do you turn customers into loyal fans instead of one-time buyers?

Friendliness should lead to something bigger: developing repeat customers who come back and advocate for you. The goal of service (and sales) is not a single transaction—it’s long-term loyalty.

In Japan, service is often polite yet distant. Staff may see their role as “provide the product, then finish.” Personal connection is rare, as if relationship-building belongs only to marketing.

Many places deliver efficient service but never recognize regular customers. That leaves loyal buyers emotionally flat. Recognizing regulars is simple: “Thanks for coming back—what can I do for you today?” Yet without training, staff follow manuals and miss the human moment.

Mini-summary: Loyal fans are built through recognition and connection—not just efficiency or politeness.

3. Why is “Immediate Responsiveness” a competitive advantage today?

Customers are busy. They hate wasted time, delays, and slow fixes. In today’s high-speed world, responsiveness is often the difference between trust and frustration.

When problems happen, customers want fast solutions, not long explanations. A quick, clear response can exceed expectations and turn a negative situation into a loyalty win. Staff must be trained and empowered to respond promptly, because speed signals respect.

Mini-summary: Immediate responsiveness protects customer trust and prevents small problems from becoming lasting resentment.

4. What does it mean to “Never be Combative,” and how do you avoid saying “No”?

Many customers react badly to a blunt “no.” A smart service professional avoids confrontation—especially when rules or limitations exist.

One effective method is third-party direction. Example: instead of “We can’t do that,” first agree, pause thoughtfully, then explain the external rule that prevents it. In banking, staff might say:

• “Yes, we can do that.”

• (Pause, reflect.)

• “How should we handle the 金融庁 (Kinyū-chō: Financial Services Agency) regulation that prohibits it?”

This approach works because:

1. You don’t trigger resistance with an immediate “no.”

2. The limitation becomes an external issue, not personal conflict.

3. The customer stays collaborative rather than adversarial.

Mini-summary: Avoid combativeness by defusing “no,” aligning first, and using external rules as shared constraints.

5. How can teams consistently create win-win outcomes?

Win-win feels obvious, but many company systems aren’t designed that way. If your internal rules create “customer loses, company wins,” frontline staff are forced into confrontation.

Training alone can’t fix structural friction. Leaders must review policies and procedures to ensure they aren’t accidentally designed to produce conflict.

Mini-summary: Win-win service requires both skilled staff and customer-friendly systems.

6. Why do customers hate excuses—and what should replace them?

Customers don’t want excuses. They want solutions, compensation, or a fair fix quickly. In some cultures, organizations avoid admitting responsibility for legal reasons. But from the customer’s view, excuse-making feels like avoidance.

Strong service cultures replace excuses with empowered action. The Ritz-Carlton is famous for giving staff the authority to spend a limited amount of money to resolve problems on the spot. This creates loyalty because customers feel respected more than debated.

Mini-summary: Excuses destroy trust; empowered solutions build it.

• Friendly service is powerful but only sustainable when staff are supported and protected.

• Loyal fans are created through relationship-building and recognition of repeat customers.

• Fast, non-combative, win-win solutions are what modern customers value most.

• Systems must support service excellence—not trap staff in conflict.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.