Outline
Panasonic Showrooms have renewed their Credo, which serves as a set of guiding principles for employees working in the showrooms.
The Credo was first introduced in 2018. At the time, it resonated with advisors who work directly with customers. However, there were limited opportunities to revisit the Credo in daily operations, and it became clear that it was not being fully utilized as a guide for action.
To address this, we worked together with advisors and managers representing approximately 60 showrooms across Japan to review both the content of the Credo and how it is applied in practice. The renewed Credo is designed to serve as a set of guiding principles that can be naturally integrated into everyday work, while embodying Panasonic Housing’s business slogan, “Creating ‘lasting’ comfort in people’s lives.”
Identifying opportunities through dialogue with customer-facing teams
This initiative emerged as part of a broader effort to enhance the overall showroom experience.
Alongside the revision of staff uniforms, we wanted to create an opportunity to reflect on the values and behaviors that guide our work in the showroom.
Seventeen advisors representing showrooms nationwide joined the project team, and discussions began by reflecting on the original Credo.
Participants shared that the philosophy behind the Credo strongly resonated with their experiences in the field. At the same time, they also noted that there were limited opportunities to revisit the Credo during daily operations, which made it difficult for the principles to consistently guide actions in practice.
During the discussions, we also recognized that many actions in showrooms already reflect the spirit of the Credo—for example, providing attentive support tailored to each customer and working collaboratively as a team.
However, another challenge became clear: valuable experiences and practices from the field were not always shared across locations and regions.
Through this dialogue, we recognized the importance of not only updating the Credo itself, but also creating a way to share actions and experiences aligned with it.
Co-creating solutions through ongoing dialogue
In the next phase, discussions focused on two key questions:
- What kind of place should a showroom be?
- What kind of professionals do we aspire to be?
Participants reconsidered the role of the showroom from four perspectives:
- Society
- Customers
- Teams
- Individuals
Drawing on their experiences and insights from the field, the team worked together to define the direction of the new Credo.
The discussions went beyond revising the wording. Participants also explored ways to help the Credo become part of everyday work, such as:
- tools that employees encounter regularly, including cards and posters
- initiatives for sharing stories and experiences among teams
These ideas were intended to help the Credo become a living set of principles that support daily actions.
Through this process, the proposals were organized into two integrated concepts that combined both the Credo content and the approach for putting it into practice.
Trial implementation in showrooms
The two proposals were then tested through trial implementation, primarily in showrooms where project members worked.
Trials were conducted at approximately 10 locations, each for two weeks, resulting in about one month of verification overall.
Feedback was gathered from advisors who participated in the trials, focusing on three key questions:
- Can the approach be sustained naturally within daily work?
- Do the words of the Credo encourage concrete actions?
- Does it create opportunities for reflection and sharing?
Through this process, the proposal was refined into a format that could be sustainably practiced in real showroom environments.
Implementation of the new Credo
The renewed Credo has been in operation since FY2025.
In addition, we launched the Credo Awards, an initiative that recognizes actions aligned with the Credo at the end of each fiscal year.
Stories from the field are first shared within teams through monthly reports. Selected stories are then posted on an internal communication platform, allowing advisors across Japan to read and learn from them during a designated period.
In FY2025, during just two weeks of submissions, 518 stories about initiatives were shared.
Examples include:
- A team reviewing the background of a customer inquiry together after a proposal and providing thoughtful follow-up support
- Advisors learning basic sign language skills to improve communication with customers who are deaf or hard of hearing
Many other creative initiatives unique to each showroom were also shared.
The Credo is no longer simply a set of words.
It is steadily taking root in the field as a practical guide that supports everyday actions and fosters a culture of inclusion and belonging.
The New Credo
Be Family (Our Promise to Customers)
By considering not only the customer but also their families and loved ones, we strive to deliver proposals that exceed expectations.
Be TEAM (Our Promise to Each Other)
We respect diverse perspectives and individuality, and build meaningful communication that connects people.
Be Professional (Our Promise to Ourselves)
We act with professionalism and integrity, understanding each situation accurately and responding with confidence and enthusiasm.
Identifying opportunities through dialogue with customer-facing teams
This initiative emerged as part of a broader effort to enhance the overall showroom experience.
Alongside the revision of staff uniforms, we wanted to create an opportunity to reflect on the values and behaviors that guide our work in the showroom.
Seventeen advisors representing showrooms nationwide joined the project team, and discussions began by reflecting on the original Credo.
Participants shared that the philosophy behind the Credo strongly resonated with their experiences in the field. At the same time, they also noted that there were limited opportunities to revisit the Credo during daily operations, which made it difficult for the principles to consistently guide actions in practice.
During the discussions, we also recognized that many actions in showrooms already reflect the spirit of the Credo—for example, providing attentive support tailored to each customer and working collaboratively as a team.
However, another challenge became clear: valuable experiences and practices from the field were not always shared across locations and regions.
Through this dialogue, we recognized the importance of not only updating the Credo itself, but also creating a way to share actions and experiences aligned with it.
Co-creating solutions through ongoing dialogue
In the next phase, discussions focused on two key questions:
- What kind of place should a showroom be?
- What kind of professionals do we aspire to be?
Participants reconsidered the role of the showroom from four perspectives:
- Society
- Customers
- Teams
- Individuals
Drawing on their experiences and insights from the field, the team worked together to define the direction of the new Credo.
The discussions went beyond revising the wording. Participants also explored ways to help the Credo become part of everyday work, such as:
- tools that employees encounter regularly, including cards and posters
- initiatives for sharing stories and experiences among teams
These ideas were intended to help the Credo become a living set of principles that support daily actions.
Through this process, the proposals were organized into two integrated concepts that combined both the Credo content and the approach for putting it into practice.
Trial implementation in showrooms
The two proposals were then tested through trial implementation, primarily in showrooms where project members worked.
Trials were conducted at approximately 10 locations, each for two weeks, resulting in about one month of verification overall.
Feedback was gathered from advisors who participated in the trials, focusing on three key questions:
- Can the approach be sustained naturally within daily work?
- Do the words of the Credo encourage concrete actions?
- Does it create opportunities for reflection and sharing?
Through this process, the proposal was refined into a format that could be sustainably practiced in real showroom environments.
Implementation of the new Credo
The renewed Credo has been in operation since FY2025.
In addition, we launched the Credo Awards, an initiative that recognizes actions aligned with the Credo at the end of each fiscal year.
Stories from the field are first shared within teams through monthly reports. Selected stories are then posted on an internal communication platform, allowing advisors across Japan to read and learn from them during a designated period.
In FY2025, during just two weeks of submissions, 518 stories about initiatives were shared.
Examples include:
- A team reviewing the background of a customer inquiry together after a proposal and providing thoughtful follow-up support
- Advisors learning basic sign language skills to improve communication with customers who are deaf or hard of hearing
Many other creative initiatives unique to each showroom were also shared.
The Credo is no longer simply a set of words.
It is steadily taking root in the field as a practical guide that supports everyday actions and fosters a culture of inclusion and belonging.
The New Credo
Be Family (Our Promise to Customers)
By considering not only the customer but also their families and loved ones, we strive to deliver proposals that exceed expectations.
Be TEAM (Our Promise to Each Other)
We respect diverse perspectives and individuality, and build meaningful communication that connects people.
Be Professional (Our Promise to Ourselves)
We act with professionalism and integrity, understanding each situation accurately and responding with confidence and enthusiasm.