{"id":12021,"date":"2009-03-22T19:46:16","date_gmt":"2009-03-22T19:46:16","guid":{"rendered":"https:\/\/www.sisinternational.com\/8-ways-to-boost-customer-satisfaction-in-retail\/"},"modified":"2025-09-16T00:52:55","modified_gmt":"2025-09-16T04:52:55","slug":"analisis-de-satisfaccion-del-cliente","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/es\/customer-satisfaction-analysis\/","title":{"rendered":"Ocho formas de aumentar la satisfacci\u00f3n del cliente en el comercio minorista"},"content":{"rendered":"<figure class=\"gb-block-image gb-block-image-c39c5937\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-c39c5937\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Retail-15.jpg\" alt=\"Investigaci\u00f3n y estrategia de mercado internacional de SIS\" title=\"Retail (15)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Retail-15.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Retail-15-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Retail-15-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Retail-15-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Retail-15-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity is-style-dots\"\/>\n\n\n<h2>Cuando un minorista no est\u00e1 a la altura de las expectativas, los clientes perciben una brecha, lo que lleva a la insatisfacci\u00f3n del cliente.<\/h2>\n<p><span style=\"font-weight: 400;\">Los efectos pueden ser dram\u00e1ticos para una empresa. Las empresas pueden perder clientes leales, lo que las obliga a adquirir nuevos clientes a un costo elevado, lo que reduce la rentabilidad. Sabiendo que a menudo es m\u00e1s barato invertir en la satisfacci\u00f3n del cliente que perderlo a largo plazo, las empresas pueden centrarse en varias iniciativas para aumentar la satisfacci\u00f3n del cliente.<\/span><\/p>\n<h2>1. Dirigirse a compradores indirectos<\/h2>\n<p><span style=\"font-weight: 400;\">One way to combat dissatisfaction is to make indirect buyers happy. Who are indirect purchasers? Children are often the best example. For example, if Burlington Coat Factory were experiencing high customer dissatisfaction among adults 35-50, the company could combat that by making children feel excited when they come to the store. The store can offer candy and merchandise that kids will like (e.g. Dora the Explorer accessories). Children will be excited to come to the store and will drag parents along to appease them. Parents are often happy when their children are happy. By delighting children, the store would better combat dissatisfaction among adults.<\/span><\/p>\n<h2>2. Autopago<\/h2>\n<p><span style=\"font-weight: 400;\">Las largas colas son una de las principales quejas entre los compradores, especialmente en las tiendas de descuento. Una forma de combatir la insatisfacci\u00f3n es instalar m\u00e1quinas de autopago. La tienda no s\u00f3lo puede reducir sus gastos generales y de personal, sino que tambi\u00e9n ofrece a los compradores otra actividad que realizar. Nuestra investigaci\u00f3n ha descubierto que los compradores, especialmente las mujeres, suelen ir a las tiendas de descuento por emoci\u00f3n. Dar control a los compradores a la hora de pagar y brindar una nueva experiencia a los compradores aventureros puede ser una forma de aumentar la satisfacci\u00f3n.<\/span><\/p>\n<h2>3. Experiencia de compra en l\u00ednea<\/h2>\n<p><span style=\"font-weight: 400;\">One way to have profitable sales without having customer dissatisfaction is having an exciting online shopping experience. Companies can have exciting videos and a robust interface that interacts with customers, instead of just peddling goods.\u00a0 With lower overhead, companies can limit the problems customers face in-store. They can even go one step beyond and replicate an exciting in-store shopping experience and put it online.<\/span><\/p>\n<h3>Zappos lo hace mediante:<\/h3>\n<ul>\n<li>Disponer de casi todas las prendas que los clientes desear\u00edan<\/li>\n<li>Un proceso de navegaci\u00f3n y una pol\u00edtica de devoluci\u00f3n extremadamente f\u00e1ciles de usar.<\/li>\n<li>Una marca divertida, importante para muchos compradores descontentos y preocupados por los costos.<\/li>\n<\/ul>\n<h3>Beneficios:<\/h3>\n<ul>\n<li>Los compradores descontentos y otros segmentos receptivos compran los mismos productos en otro canal.<\/li>\n<li>Mejoras de marca, a medida que los clientes reciben una mejor experiencia en l\u00ednea<\/li>\n<li>Impulso de las ventas rentables online<\/li>\n<\/ul>\n<h2>4. Abordar los largos tiempos de espera con actividades en el punto de compra<\/h2>\n<p><span style=\"font-weight: 400;\">Companies can make checkout lines more exciting and engaging. They can go beyond placing magazines and candies to provide meaningful activities. One idea might include having trivia games for children and touch screen activities for adults (e.g. what is my carbon footprint counter). Companies implementing ideas like these not only address dissatisfaction but also contribute meaningfully to the lives of their customers.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Otras empresas que quieran destacar con su eficiencia tambi\u00e9n pueden utilizar estas actividades orientadas a los beneficios. Por ejemplo, Wells Fargo public\u00f3 en sus sucursales bancarias \u201c5 minutos o 5 d\u00f3lares\u201d que ofrec\u00eda acreditar la cuenta de un cliente si esperaba m\u00e1s de 5 minutos. Esta promoci\u00f3n puede ayudar a posicionar a la empresa como una empresa eficiente que ofrece comodidad a clientes ocupados. El cliente no s\u00f3lo puede sentir que se beneficia de la banca r\u00e1pida, sino que tambi\u00e9n siente que el banco es generoso con lo que ofrece a los clientes.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Una forma interesante de abordar los largos tiempos de espera es introducir espejos alrededor del mostrador. Los estudios han descubierto que estos espejos desv\u00edan la atenci\u00f3n de un vendedor ineficiente o de otro comprador que se abastece de mercanc\u00edas baratas. \u00bfPor qu\u00e9? Porque los clientes tienden a mirarse en el espejo, pensando en los temas que m\u00e1s les preocupan.<\/span><\/p>\n<h2>5. Estar a la altura de una Calidad de Servicio establecida<\/h2>\n<p><span style=\"font-weight: 400;\">Los clientes tienen una expectativa sobre el servicio que recibir\u00e1n. Las empresas que definen concretamente el nivel de calidad del servicio que pueden satisfacer de manera realista pueden monitorear mejor la satisfacci\u00f3n de sus clientes.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">High-end stores can build a reputation for outstanding customer service by promising to go above and beyond the call of duty for their customers. An example of this is Ritz Carlton Hotel Company. They promise to focus wholeheartedly on the customer, and receive a premium for that promise and their reputation for keeping it. These hotels customize services and communications to make interactions between the brand and customer feel more personal. The company can then promise an unparalleled service quality that its hotel managers can live up to.<\/span><\/p>\n<h2>6. M\u00e1s comodidad para el cliente<\/h2>\n<p><span style=\"font-weight: 400;\">Las empresas pueden facilitar que los clientes lleguen a la empresa, vean sus productos y realicen pedidos. Por ejemplo, Commerce Bank ofrece horarios m\u00e1s amplios que la mayor\u00eda de los dem\u00e1s bancos.<\/span><\/p>\n<h2>7. Entrenamiento de empleados<\/h2>\n<p><span style=\"font-weight: 400;\">La capacitaci\u00f3n de los empleados a menudo se considera una p\u00e9rdida de tiempo y puede ser dif\u00edcil mantenerse al d\u00eda en una industria conocida por su alta rotaci\u00f3n de personal.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Yet customers can often tell a difference between an untrained employee who cares little for the customer and one that provides a level of service consistent with the retailer\u2019s brand. Often, customers encounter situations when they need to deviate from the traditional buying process. For example, a customer might need to buy a huge amount of liquor for a party next week, and may desire a discount for future purchases throughout the week. A customer may need their Zappos shoes purchased online to be able to be modified by their favorite cobbler. Retailers need employees who are flexible enough to understand why customers are buying their products and to see the \u201cbigger picture\u201d about their customers, to provide exceptional service. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Unfortunately, many customers get a representative who cannot see the \u201cbig picture\u201d about such a customer. They declined the discount because they asked another inexperienced clerk, instead of a manager who would have approved the discount to build a long-term relationship with that customer.<\/span><\/p>\n<h2>8. Programas de beneficios para miembros<\/h2>\n<p><span style=\"font-weight: 400;\">Retailers can retain customers by rewarding them for being customers. An express or red-carpet checkout line can be devoted to high-frequency, lucrative customers. This could provide customers with many major reasons to shop at your store instead of a competitor: prestige, convenience, and a better customer experience.<\/span><\/p>\n<p>\u00a0<\/p>\n<h2><a href=\"https:\/\/www.sisinternational.com\/es\/about-sis\/contact-sis-international-market-research\/\">Cont\u00e1ctenos para su pr\u00f3ximo proyecto de Investigaci\u00f3n de Mercado de Satisfacci\u00f3n del Cliente.<\/a><\/h2>","protected":false},"excerpt":{"rendered":"<p>Cuando un minorista no est\u00e1 a la altura de las expectativas, los clientes perciben una brecha, lo que lleva a la insatisfacci\u00f3n del cliente. Aqu\u00ed hay 8 formas de aumentar la satisfacci\u00f3n del cliente.<\/p>","protected":false},"author":1,"featured_media":62518,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[290],"tags":[],"class_list":["post-12021","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-consumer","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/12021","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/comments?post=12021"}],"version-history":[{"count":2,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/12021\/revisions"}],"predecessor-version":[{"id":69061,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/12021\/revisions\/69061"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/media\/62518"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/media?parent=12021"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/categories?post=12021"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/tags?post=12021"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}