{"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":"analise-de-satisfacao-do-cliente","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/pt\/customer-satisfaction-analysis\/","title":{"rendered":"8 maneiras de aumentar a satisfa\u00e7\u00e3o do cliente no varejo"},"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=\"Pesquisa e Estrat\u00e9gia de Mercado Internacional da SIS\" title=\"Varejo (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>Quando um varejista n\u00e3o atende \u00e0s expectativas, os clientes percebem uma lacuna, levando \u00e0 insatisfa\u00e7\u00e3o do cliente.<\/h2>\n<p><span style=\"font-weight: 400;\">Os efeitos podem ser dram\u00e1ticos para uma empresa. As empresas podem perder clientes fi\u00e9is, for\u00e7ando-as a adquirir novos clientes de forma dispendiosa, diminuindo a rentabilidade. Sabendo que muitas vezes \u00e9 mais barato investir na satisfa\u00e7\u00e3o do cliente do que perd\u00ea-lo a longo prazo, as empresas podem concentrar-se em diversas iniciativas para aumentar a satisfa\u00e7\u00e3o do cliente.<\/span><\/p>\n<h2>1. Visando compradores indiretos<\/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. Auto-check-out<\/h2>\n<p><span style=\"font-weight: 400;\">As longas filas s\u00e3o uma grande reclama\u00e7\u00e3o entre os compradores, especialmente em lojas de descontos. Uma forma de combater a insatisfa\u00e7\u00e3o \u00e9 montar m\u00e1quinas de auto-checkout. A loja n\u00e3o s\u00f3 pode diminuir as despesas gerais e os custos com pessoal, mas tamb\u00e9m oferece aos clientes outra atividade para realizar. Nossa pesquisa descobriu que os compradores, principalmente as mulheres, costumam ir \u00e0s lojas de descontos em busca de entusiasmo. Dar controle aos compradores na finaliza\u00e7\u00e3o da compra e proporcionar uma nova experi\u00eancia aos compradores aventureiros pode ser uma forma de aumentar a satisfa\u00e7\u00e3o.<\/span><\/p>\n<h2>3. Experi\u00eancia de compra online<\/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>A Zappos faz isso:<\/h3>\n<ul>\n<li>Estocar quase todos os artigos de vestu\u00e1rio que os clientes gostariam<\/li>\n<li>Um processo de navega\u00e7\u00e3o e pol\u00edtica de devolu\u00e7\u00e3o extremamente f\u00e1ceis de usar<\/li>\n<li>Uma marca divertida, importante para muitos compradores preocupados com os custos e insatisfeitos<\/li>\n<\/ul>\n<h3>Benef\u00edcios:<\/h3>\n<ul>\n<li>Compradores insatisfeitos e outros segmentos receptivos compram os mesmos produtos em outro canal<\/li>\n<li>Melhorias na marca, \u00e0 medida que os clientes recebem uma melhor experi\u00eancia online<\/li>\n<li>Aumenta as vendas lucrativas online<\/li>\n<\/ul>\n<h2>4. Lidar com longos tempos de espera com atividades no ponto 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;\">Outras empresas que desejam se destacar com sua efici\u00eancia tamb\u00e9m podem utilizar essas atividades voltadas para benef\u00edcios. Por exemplo, o Wells Fargo publicou nas suas ag\u00eancias banc\u00e1rias \u201c5 minutos ou 5 d\u00f3lares\u201d que ofereciam cr\u00e9dito na conta de um cliente se este esperasse mais de 5 minutos. Esta promo\u00e7\u00e3o pode ajudar a posicionar a empresa como uma empresa eficiente que oferece conveni\u00eancia aos clientes ocupados. O cliente n\u00e3o apenas pode sentir que se beneficia do banco r\u00e1pido, mas tamb\u00e9m sente que o banco \u00e9 generoso com o que oferece aos clientes.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Uma maneira interessante de lidar com os longos tempos de espera \u00e9 instalar espelhos ao redor do caixa. Estudos descobriram que esses espelhos desviam a aten\u00e7\u00e3o de um vendedor ineficiente ou de outro comprador que estoca mercadorias baratas. Por que? Porque os clientes tendem a se olhar no espelho, pensando nas quest\u00f5es que mais os preocupam.<\/span><\/p>\n<h2>5. Cumprir uma Qualidade de Servi\u00e7o estabelecida<\/h2>\n<p><span style=\"font-weight: 400;\">Os clientes t\u00eam uma expectativa sobre o servi\u00e7o que receber\u00e3o. As empresas que definem concretamente o n\u00edvel de qualidade de servi\u00e7o que podem satisfazer de forma realista podem monitorizar melhor a satisfa\u00e7\u00e3o dos seus 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. Mais comodidade para o cliente<\/h2>\n<p><span style=\"font-weight: 400;\">As empresas podem tornar mais f\u00e1cil para os clientes chegarem \u00e0 empresa, verem seus produtos e fazerem pedidos. Por exemplo, o Commerce Bank oferece hor\u00e1rios mais longos do que a maioria dos outros bancos.<\/span><\/p>\n<h2>7. Treinamento de funcion\u00e1rios<\/h2>\n<p><span style=\"font-weight: 400;\">O treinamento de funcion\u00e1rios \u00e9 muitas vezes considerado uma perda de tempo e pode ser dif\u00edcil de acompanhar em um setor not\u00f3rio pela alta rotatividade de pessoal.<\/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 benef\u00edcios para associados<\/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\/pt\/about-sis\/contact-sis-international-market-research\/\">Contate-nos para seu pr\u00f3ximo projeto de Pesquisa de Mercado de Satisfa\u00e7\u00e3o do Cliente.<\/a><\/h2>","protected":false},"excerpt":{"rendered":"<p>Quando um varejista n\u00e3o atende \u00e0s expectativas, os clientes percebem uma lacuna, levando \u00e0 insatisfa\u00e7\u00e3o do cliente. Aqui est\u00e3o 8 maneiras de aumentar a satisfa\u00e7\u00e3o do 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\/pt\/wp-json\/wp\/v2\/posts\/12021","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/comments?post=12021"}],"version-history":[{"count":2,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/posts\/12021\/revisions"}],"predecessor-version":[{"id":69061,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/posts\/12021\/revisions\/69061"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/media\/62518"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/media?parent=12021"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/categories?post=12021"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/tags?post=12021"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}