In the B2B technology ecosystem, the race for differentiation goes beyond the product. In a scenario where most SaaS platforms offer similar features, customer service has gained prominence as one of the main strategic assets for retention and loyalty.
According to the Zendesk CX Trends 2024, 81% of consumers say that a positive customer service experience increases the chances of repurchase. The Brazilian company GestãoClick, for example, has proven this trend with above-average results in the sector.
With a 94% CSAT (Customer Satisfaction Score) — a metric that measures customer satisfaction after an interaction or journey stage — GestãoClick demonstrates how putting the customer at the center can generate real competitive advantages. This number far exceeds the industry average, which ranges between 75% and 85% for software-as-a-service companies, according to benchmarks from HubSpot and CX Network.
“CSAT is more than a metric. It shows us, in real time, what needs to be adjusted and where we’re getting it right. This allows us to act quickly but also thoroughly, always listening to those who matter most: the customer,” explains Lucas Tomyo Oliveira Mitsuichi, Customer Service Manager at GestãoClick.
From functional service to relationship experience
While many ERPs follow the logic of technical efficiency, there is a silent shift underway: customer service, traditionally treated as a support area, is being redesigned to act as an extension of the brand strategy and value proposition.
In mature customer service operations like GestãoClick’s, the process starts with multiple integrated channels (chat, WhatsApp, phone, and email) and involves an operational culture of empathy and quick resolution. Metrics like below-average AHT (Average Handling Time), soft skills training, and constant audits complete the picture.
“Customers want speed, yes, but they also want to be understood. In our sector, this is more valuable than any current buzzword,” says Mitsuichi.
Culture and technology: a possible alliance
Behind the scenes, the operation reveals a combination of factors: beyond processes and technology, there’s a strong emphasis on culture. Continuous training, updated knowledge bases, and internal recognition programs ensure that the customer experience is truly sustainable.
For the next cycles, the company plans investments in Artificial Intelligence and intelligent automation to allow teams to focus on more strategic and less operational service. Personalization based on usage data is also expected to gain traction.
Satisfaction as a driver of retention and growth
In the SaaS context, where the revenue model depends on recurrence, satisfied customers stay longer, generate lower churn, and even become active brand promoters. In this sense, CSAT ceases to be just a tactical indicator and becomes a growth vector.
“Loyalty today begins with the first conversation and is solidified post-sale. Those who neglect this are literally losing revenue every day,” concludes the executive.
