Our Approach & System

At LIXIL, we are in continuous pursuit of customer satisfaction. To ensure that we provide all customers with wonderful experiences in every aspect of their lives, we strive to consider the perspectives of both end users and professional users, such as construction contractors.

To enhance customer satisfaction, it is essential to develop and provide products and services that align with customer needs as well as to communicate effectively and responsively. In Japan, we measure customer loyalty using the internationally trusted NPS^®* metric. Through collaboration between our marketing and business divisions, we analyze customer data and feedback to pursue continuous improvement of our products and services.

Through these initiatives, we actively share case studies on our website, demonstrating how customer feedback has led to improvements in our products and services. By broadly communicating concrete examples, we aim to enhance customer loyalty and promote employee understanding of the significance of customer-centric activities.

* NPS^® (Net Promoter Score): A metric used to measure customer loyalty by asking respondents how likely they are to recommend the company's products or services to close friends or family members on a scale of 0-10. NPS^® and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., NICE Systems, Inc., and Fred Reichheld.

Initiatives to improve customer satisfaction (Japanese only, opens new window) >

Improving Customer Lifetime Value

LIXIL aims to boost customer loyalty and maximize customer lifetime value^* by continuing to provide experiences that satisfy the latent needs of end users.

Our marketing function is pressing ahead with the consolidation of various customer databases in order to strengthen our customer-centric framework that focuses on customer feedback.

* Customer lifetime value: The amount of profit a company can expect to earn from a relationship with a customer from the first point of contact through the end of the relationship. For LIXIL, this refers to the continuous use of products and services across various stages from initial or additional construction to maintenance and renovation.

Consistently Improve Customer Loyalty Through NPS^®

In Japan, we have adopted NPS^® as one of the metrics for measuring the extent of customers’ intention to continue using our products or services. We measure NPS^® through surveys and use the accumulated survey response data to analyze customer experience.

Surveys are conducted with customers who contact our customer service centers, request repairs, or visit our showrooms.

The feedback we receive from customers through the survey is immediately accessible in a dashboard format to facilitate quick action and ultimately improve service quality and customer satisfaction. For example, to address concerns regarding repair costs, we've enhanced our online information by providing approximate costs for repairs, categorized by product and issue. The number of individual inquiries received has declined since these improvements were introduced.

Customer Inquiries

* Method of inquiries: Phone, email or fax.

* Response rate: Number of responses / Total number of inquiries.

End-User Satisfaction Surveys

To understand the level of end-user satisfaction regarding our products in Japan, we conduct a quality and customer satisfaction survey. The survey gathers comprehensive data on customer satisfaction, covering various touchpoints such as product categories, key considerations during the purchase and installation process, and the overall experience with our showrooms, website, customer service centers, and after-sales support. The feedback we receive is used to improve our products and services.

In FYE2025, overall product satisfaction reached 82.2%, while overall service satisfaction with our customer service centers reached 83.1%.

Employee Training: How to Improve Customer Satisfaction

At LIXIL, all employees in customer-facing roles undergo regular training to ensure they possess the necessary product knowledge and customer service skills to provide attentive and supportive customer experiences.

In Japan, introductory training sessions are conducted for departments related to customer satisfaction. Employees from relevant departments learn about new products directly from product development personnel and check out the actual products and parts themselves, which allows them to acquire skills to view things from the same perspective as our customers.

For call center operators, we provide both group and individual training to help them better understand customers’ feelings. Additionally, we formulate and implement measures based on the results of our annual engagement survey to improve employee satisfaction and, by extension, customer satisfaction.

Building our online learning platform and digitizing our teaching materials has increased the number of participants and frequency of training sessions. We have also received positive feedback from participants on training quality and effectiveness.

LIXIL Owners Club

In Japan, we have established a registration-based LIXIL Owners Club for end users that provides information and services to help ensure long-term comfort and safety of purchased products.

Customer satisfaction is certainly improving, with 98% of subscribers to our 5-year or 10-year long-term guarantee service saying they enjoy greater peace of mind and 93% declaring themselves satisfied. Customer feedback includes no longer having to worry about the need to repurchase products if they break, or feeling relieved because the guarantee service makes it easier to ask even for minor repairs. Furthermore, encouraging people to use our products consistently over a long period of time contributes to reducing environmental burden through waste reduction and promoting effective resource use.

The LIXIL Owners Club also serves as a platform for expanding our impact on society together with customers by, for example, providing the opportunity to participate in a donation or awareness-raising campaigns to help solve global sanitation issues. From FYE2021 to FYE2025, we conducted a donation campaign for Make a Splash! global partnership with UNICEF in which we donated JPY 10 for every customer who signed up for the LIXIL Owners Club. This resulted in a total donation of approximately 7.7 million JPY.

In addition, we strive to deepen the Owners Club members’ understanding of the SDGs through quizzes and our newsletter, and also raise awareness of our Make a Splash! partnership. The survey conducted before and after these activities every year indicated that these efforts resulted in a 3% increase in awareness and 14% increase in understanding of the Make a Splash! partnership in FYE2025. We found that the NPS^® of members who showed understanding of these activities was higher than that of other members.

The LIXIL Owners Club enables us to provide more intimate support to our customers and improve customer satisfaction. It also gives end users the opportunity to learn about and get involved in LIXIL activities designed to expand our impact on society at large, which, in turn, serves to further improve customer loyalty and promote our Impact Strategy.

Improving Customer Safety in Times of Disaster

In light of the more frequent occurrence of disasters caused by climate change and other phenomena, in Japan, we provide information on how to respond in the event of a natural disaster on our website. We are strengthening our customer support systems to ensure swift responses to inquiries, even during natural disasters, pandemics, and other emergencies, as well as to newly emerging needs.

The support we provided following the 2024 Noto Peninsula earthquake illustrates how we successfully leveraged the inherent strength of our membership system that connects directly with customers on a regular basis. We used this system to provide prompt and pertinent information on free product inspections to LIXIL Owners Club members in areas covered by Japan’s Disaster Relief Act.

While inquiries from affected customers increase during disasters, it becomes difficult for our call centers to respond if their operations are also disrupted. Accordingly, we have moved our contact facility onto the cloud and increased the number of satellite sites. We have also created environments for operators to perform call center tasks from home.

By decentralizing our call center function and boosting the resilience of our infrastructure, we are making headway on establishing support systems that alleviate customer concerns in times of disaster, pandemics, or other emergencies.

Key points for responding to specific disasters (Japanese only, opens new window) >