In the B2B technology ecosystem, the race for differentiation goes beyond the product.In a scenario in which most SaaS platforms offer similar features, customer service has gained prominence as one of the main strategic assets of retention and loyalty.
According to Zendesk CX Trends 2024, 81% of consumers claim that a positive experience of attendance the Brazilian ManagementClick, for example, has proven this movement with results above the industry average.
With a CSAT (Customer Satisfaction Score) 94% index (Customer Satisfaction Score) metric that measures the degree of customer satisfaction after an interaction or journey step , ManagementClick illustrates how putting the customer at the center can generate real competitive advantages. The number far exceeds the industry average, which rotates between 75% and 85% for software-as-a-service companies, according to HubSpot and CX Network benchmarks.
“O CSAT is more than a metric. It shows us, in real time, what needs to be adjusted and where we are getting it right. This allows us to act with agility, but also with depth, always listening to who matters most: the customer”, explains Lucas Tomyo Oliveira Mitsuichi, Manager of ManagementClick Service.
From functional care to relationship experience
While many ERPs follow the logic of technical efficiency, there is a silent change underway: care, traditionally treated as a support area, has been redesigned to act as an extension of the brand strategy and value proposition.
In mature customer service operations, such as ManagementClick, the process begins with multiple integrated channels (chat, WhatsApp, phone and email) and goes through an operational culture of empathy and quick resolution. Indicators such as below average TME (Average Waiting Time), soft skills training and constant audits complete the scenario.
“The customer wants agility, yes, but also wants to be understood. In our industry, this has more value than any buzzword of the” moment, says Mitsuichi.
Culture and technology: a possible alliance
Behind the scenes of the operation reveal a combination of factors: in addition to processes and technology, there is a strong emphasis on culture. Continuous training, an updated knowledge base and internal recognition programs ensure that the customer experience is, in fact, sustainable.
For the next few cycles, the company projects investments in Artificial Intelligence and intelligent automation to allow teams to focus on more strategic and less operational customer service. Personalization based on usage data should also gain traction.
Satisfaction as a driver of retention and growth
In the context of SaaS, in which the revenue model depends on recurrence, satisfied customers remain for longer, generate less churn and still become active promoters of the brand. CSAT, in this sense, ceases to be just a tactical indicator to become a growth vector.
“Fidelization, today, is born in the first conversation and consolidates in the after-sales. Whoever neglects this is literally losing revenue every day”, concludes the executive.
