Verificação da qualidade desde a perspectiva do cliente no atendimento pós-venda através da criação e aplicação de um roteiro de verificação da qualidade dos processos de apoio: aplicação em uma empresa de telefonia celular (original) (raw)

Since the telecommunications market is very dynamic, it is important that cell phone companies "listen to the voice of the client" and understand their needs as well as the attributes they value. What's more, behind these valued attributes are processes that may be invisible to the client, yet are indispensable for meeting the client's needs. In order to assure that those processes are a reflection of the attributes that clients value, it is necessary to monitor the quality of process from a customer perspective. That means to translate the needs of the customer in technical requisites that are measurable, establishing a control process of performance indicators between the concerned players (internal or external to the company) in those processes. This dissertation proposes a model that can measure the degree of quality monitoring applied to cell phone companies that can warrant that the attributes more valued by the clients can be attended. The methodology used includes: mapping and analyses of all the support process associated with the attributes more valued; validation and ranking of those process by a jury of experts of cellular companies; proposal of a quality script and key performance indicators; and finally the application of this tool in a specific cell phone company. This dissertation discusses the key processes, identified by a jury of executives, related to the attributes associated to customer care in call centers, after sales technical assistance, and billing quality. In the case of call centers, the most important processes, as ranked by the jury of executives, were systematic forward/access to call centers and training/preparation of attendants in the front office. For after sales technical assistance, the key processes identified were clarification of the cell phone problem, and temporary substitution of the cell phone. For billing quality, the key processes identified were service registration during the sale and correction of errors during the quality control process before actual billing occurs. Finally, the application of this quality script in a cell phone company, considering a range from 0% to 100%, resulted in a note of 72% for call centers, 22% for after sales technical assistance and 68% for billing quality. Those results show that most of the analyzed processes are not completely monitored to allow the company to reach the attributes more valorized by the clients. This can be related to the fact that most of those processes are transversals in the company and embrace many areas and in that way, it is more difficult to optimize them.