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Ivan Yu, President
e-Dealer
Guangzhou Denker Lexus
TOYOTA ANNUAL REPORT 2010 9
We introduced the e-CRB system in August 2005.
As a result, the daily recording of sales, CR and
service staff activities has become a significant
asset to our organization. Of course, this is also
directly linked to our sta󰮏’s e󰮏ectiveness and sense
of achievement. In this way, we believe the e-CRB
system contributes both to customer satisfaction
(CS) and employee satisfaction (ES).
Guangzhou Denker Lexus and e-CRB
Guangzhou Denker Lexus is a Lexus dealership in Guangzhou, China, that opened in
February 2005. In August of the same year, we launched the e-CRB system with the
goal of improving customer satisfaction. Using i-CROP, we were able to consolidate
the management of all service appointment information in one place as opposed to
the former method, which was spread out across individual employee memos and
computers. Furthermore, we are also able to share information regarding service
appointments and work in progress via the SMB system. We established a specialized
customer support division that uses e-CRB to develop
regular customer follow-up activities. As a result, we are
able to approach customers in a timely manner and have
improved the retention ratio from 50% to 90%. Also, the
introduction of System Trolleys in an attempt to improve
operating efficiency during maintenance resulted in the
reduction of time required for maintenance activities from
one hour to 26 minutes. We have expanded the scope of
the e󰮏ective use of IT in sales activities such as potential
customer follow-ups in an effort to continue providing
customers with a high level of service every time we are
in contact with them.
The e-CRB System
Improves Customer
Service and Employee
Satisfaction
Changing Awareness through Human Resource Training
In addition to the SLIM and e-CRB IT systems, GTMC’s true leadership lies in its e󰮏orts to transform the
way working people think. These efforts focus on two areas, the first of which is the standardization
of business operations. The process management and standardization that have been thoroughly
implemented in our factory operations were also introduced in our on-site sales and aftercare services.
e-CRB supports and displays the optimal movement of each employee.
　The other area of leadership involves human resource training. The smooth operation of excellent IT
systems and customer visits to dealers, car sales and aftercare support are all activities conducted by
people. Regardless of how superior the SLIM and e-CRB systems may be, if users neglect to register data
into these systems, they will not work e󰮏ectively. For this reason, the improvement of personnel skills
is an important issue with regard to the operation of this mechanism. GTMC focuses e󰮏orts on human
resource training for the stable operation of e-CRB, with particular emphasis on strengthening the
structure for educating dealers with daily training and guidance e󰮏orts.
　In China, employees are extremely enthusiastic in their efforts to acquire advanced technologies
and expertise. As a company created from the ground up and employing many young people with no
previous training, GTMC has benefited from these improvements and is learning new operational skills.
Efforts toward the Establishment of Quality Service
■ Overall System Outline of e-TOYOTA Business
SLIM
Management Board
TOSS
TOSS
Total Order
Support System
SPM
Sales Process
Management System
IMS
Inventory Management System
New Car YardShowroom
Service Stall
SMB
Service Management Board
Call Center
i-CMS
Call
Management
System
TCV
3D Sales Support System
Back Office
DEALERSHIP
CUSTOMER DISTRIBUTOR
i-CROP
Integrated CR
Optimization
Program
SLIM
Server
G-BOOK
Owner
Homepage
SMS
Call
Direct
Mail
*
8
*8 IMS（Inventory Management System）
i-CROP SMBi-SMS
System Trolley
Financial Section
Investor Information
Corporate Information
Consolidated
Performance Highlights
Business Overview
Special Feature
Top Messages Special Feature
Special Feature
Reforging Bonds of Trust